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Divine Right's Trip is so intensely, so honestly human that it hurts. Stick out your thumb and hitch a ride with hippie Divine Right and his girlfriend, Estelle as they bump along in Urge, D.R.'s psychedelically-painted VW bus.
To read this book is to trip. For those of you who haven't tripped, the sensation was summed up well by the very friend who bought me that Whole Earth Catalog 'way back then. He admits to "dropping acid" back in the late 60's. He told me once that tripping is like sneaking into the circus by crawling under the tent: Sometimes you get the clowns, sometimes you get the lions.
And that reminds me of something Divine Right read, written on a bathroom wall somewhere along his trip: (paraphrasing) "There are nights when the wolves are silent and the moon is howling."
Just read the book.
--LW
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Please ask the author if there would be updated revision?
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1. The first revelation this book brings is: improvement is a change. From this viewpoint, the fundamental questions faced by the improver (e.g. Green Belts and Black Belts) are:
(1) What are we trying to accomplish? (Define phase)
(2) How will we know if a change will result in an improvement? (What are the key Y's?)
(3) What changes can we make that will result in improvement?
(What are the key X's and their settings to affect Y's)
Appropriate tools from '6-sigma' tool sets can be used to seek answers to (2) and (3).
2. The Guide emphasizes testing a change in small scale before full implementation so we can learn and improve the proposed change using the Plan-Do-Study-Act cycle. This significantly improves our typical 'trial-and-error' approach.
3. The Guide classifies improvement into 3 categories:
(1) Eliminate Quality Problems (the aim of many '6-sigma' projects)
(2) Reduce Costs while maintaining or improving quality (the goal of many internally focused improvement efforts)
(3) Expanding Customer Expectations
Specific advises and examples are presented for each of these categories.
4. Best of all is a list of 70 Change Concepts categorized under 9 sessions, e.g. standardization under Manage Variation, Synchronize under Improve Work Flow.
Using these change concepts can significantly reduce the time to develop the specific changes.
This book is very easy to follow and contains a lot of examples. It is a must read for all improvement practitioners including Green Belts and Black Belts.
A few of the items from the book which ring in my mind continuously include:
Improvement can be viewed as a science (in fact, some of us do!).
Three questions provide the framework for improvement: 1.What are we trying to accomplish? 2.How will we know if we if a change will result in an improvement? 3. What changes can we make that will result in improvement?
While there are many opportunities to change, there are only 70 change concepts (included in the Appendix) available to us today.
Any system for improvement will include five activities: 1.Establishing and communicating the purpose of the organization/team. 2.Viewing the organization/team as a system. 3. Designing and managing the a system for gathering information for improvement 4.Planning for improvement and integrating it with business planning. 5. Managing individual and team improvement activities.
Leaders are required to implement change that will result in improvement and they draw their power from three sources (the informal leader gets his/her power from sources 2 and 3 below). 1.Authority or position 2.Knowledge 3.Personality and persuasiveness (caring about people)
These items and many more, are introduced in the book via an easy-to-understand model that uses proven methodology for developing, testing, and implementing change that produces specific, identifiable improvements.
This book should be studied by anyone, beginner or experienced professional, interested in a systematic method for improving processes, products, or services. I strongly recommend it.
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But nobody had seen him recently. He was a ghost. Finally, in 1995, Golf Digest ran a cover story that brought Moe and his strange swing back to life. By that time he had become the poster boy for a new golf movement called Natural Golf, and the leaders of that company were splashing Moe's image around as much as they could. This biography soon followed.
Fortunately, readers of "The Feeling of Greatness" will discover not an advertising piece, but a balanced look at a complicated man. Because of a childhood head injury, or perhaps just because genetics occasionally breeds the strange and unusual, Moe Norman represents obsessive-compulsion applied to golf. He is described as golf's "Rain Man", a savant-like creature of habit who found solace in striking golf balls -- hundreds a day for thousands of days -- but who was so shy, he wouldn't appear at awards ceremonies. He muttered a continuous stream-of-consciousness monologue and played so quickly that he often struck his shot before his partner had pulled his tee out of the ground. He never paused over putts, but rather hit them in full stride. He was not your typical golf pro.
However, while he was very successful on the Canadian tours of the 50s and 60s, he was a flop on the US PGA tour and, in fact, was reprimanded by fellow pros for boorish behavior. The book is honest enough to make it clear that any notion of his tearing up the US tour if only given a fair chance is just false. While he is generally regarded as one of the finest ball strikers of all time, he never came to terms with the real scoring clubs in his bag - his wedge and putter. In the end, Moe Norman was most at home on the driving range, where he gives impressive demonstrations to this day.
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What a refreshing piece of work-- a sparse, clear-headed play that examines the ramifications of suicide and (for once) comes up with the right answer. The action takes place in two rooms, with two people, and runs about an hour and a half. The two characters, a late-thirties daughter and her mother, start with the idea that the daughter is planning on committing suicide later that night, and the resulting tension between them allows both an examination of the more stable, understandable reasons behind the desie to end one's life and the soul-baring necessary in any familial relationship (and present in only a few).****
Mama thinks that her and her daughter are having a normal night at the house until she finds out that her daughter has planned to end her life. At first, Thelma "Mama" thinks that Jessie is kidding when she says that she wants to shoot herself. When Thelma realizes that Jessie is serious, the conflict begins between the struggle of life and death which is out of Thelma's hands.
Thelma stalls and tries to find out why Jessie wants to end her life. In the small amount of time between life and death, Thelma finds out more about her daughter than she ever did in her entire time with while she releases secrets and concerns that she never revealed to her daughter.
'Night Mother is a play that unwinds spellbound confessions and displays intense emotions that run through the course of people lives. Jessie and Thelma are powerful characters that makes me feel like I am there with them in the room. Jessie, in the first time in her life, feels like she has a sense of control, and death is freeing her as she sees life imprisoning her. The whole play is intriguing and complex. The ending will make you feel like you have realized that life is complex and question why you exist as a human being.
This book is a must-read in that it convincingly defies, with powerfully sculpted arguments and towering research, the tired and frequently hypocritical views of the New York Times and other news authorities.
Finkelstein will convince you.
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