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It was the first Monday in August 1985. Mondays can either be real good or real bad for pastors depending on the day before Monday-Sunday! Sunday is the day the self-worth and even the calling of the pastor are tested to its limits. An experienced pastor has counseled wisely, "Never resign on a Monday!" On this particular Monday, I walked up to a few pastor friends who were gathered in the parking lot of the Conference center. The annual denominational conference was about to begin. The typical Monday morning pastor's conversation was in full bloom. "So, how many did you have in church yesterday?" was the operating question. Now, we all know that that question is usually asked by pastors who had a "good" Sunday, and this is the way they can let others know how well they did. Actually, it is a very self-serving question. It is not about the questioned; it is about the questioner! The respondent, who usually had a "bad" Sunday responds by shuffling his feet, clearing his throat, and saying something like, "We've had a lot of sickness in our area and seems like so many people were out on vacation. . ." This one-upmanship in the parking lot that Monday morning got the best of me. So, as a junior member of the clergy, I timidly asked, "Do any of you have low Sundays? Do you ever get discouraged? Do you ever feel like giving up? Do you ever wonder if it's worth it?" As soon as the words left my mouth, I knew I had said the wrong thing! Why deal with reality when denial serves us so well? The book in your hands was born on that Monday morning in that parking lot. The accounts in the book finally answer the questions that were asked in the parking lot and remind us that failure is the womb of success. As you read this book, you will laugh and you will weep. You will shake your head in agreement as well as amazement. Failure is not a popular subject. Go to your nearest bookstore and look for the shelf marked FAILURE; that shelf does not exist! Everyone wants to talk about success (it sells), but we all know we fail at more things than we succeed at. So let's talk about it! This book will get you started.
Samuel R. Chand Coordinator and collaborator of this book
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The results he comes up with are in many ways quite remarkable. For instance it becomes evident that then president Harry S. Truman was never confronted with the categorical choice between using the bomb and invading the Japanese main islands (which might have involved heavy U.S. losses). Indeed, by the beginning of summer 1945 Japan was believed to be so weak that the war was expected to come to an end before an invasion began, and even if it had been necessary to proceed with an invasion, the resulting casualties were supposed to be much fewer than Truman and his top-level advisers claimed after the war. However, Walker demonstrates rather convincingly that whichever alternatives might have existed, the bomb nevertheless proved to be the best means to win a decisive victory at the lowest cost in American casualties. Taking into account the element of time, one begins to understand how great the temptation must have been for Truman and his cabinet to drop the bombs and thereby finish the war with a clean stroke. Although other reasons, too, played an important part in the ultimate decision, the finding that using the bomb simply provided the president and his advisers with the most convenient measure to end the war is a compelling one and without doubt the book's most valuable message.
J. Samuel Walker has to be applauded for presenting the reader with this highly readable account of the line of reasoning behind the U.S. decision to use atomic bombs against Japan. The book is both concise and completely free of any emotion otherwise detrimental to a scholarly approach to this debate: a truly outstanding work - and probably the final say on the subject!
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