Category: Books

Top College Football Programs “Do a Little Education on the Side”

(p. C7) When it is reported that the University of Alabama pays its head coach an annual salary of $6.5 million a year, or that the University of Oregon erected a $42 million academic support center for it players, or that the University of Texas assesses its fans as much as $20,000 in the form of “seat donations” for preferred locations, it is clear that college football is no longer just a game.
Gilbert M. Gaul contends precisely that in his persuasive new book, “Billion-Dollar Ball: A Journey Through the Big-Money Culture of College Football.” . . . the elite college football programs have become a (sic) “giant entertainment businesses that happened to do a little education on the side,” . . .
. . .
Given the revenue streams that winning programs generate year in and year out, it is easy to see why college administrators are drawn in by the siren call of football. But Mr. Gaul leads the chorus of those who are beyond dismayed by this juxtaposition of priorities. In the more than a decade that has passed since Mr. Gaul, who has won two Pulitzer Prizes, began collecting data on the economics of college football as a reporter for The Philadelphia Inquirer, he asserts that the staggering revenues of the 10 largest football programs has come largely at the expense of the academic mission.
At Texas, Michigan, Auburn, Alabama, Georgia, Florida, Penn State, Notre Dame, Louisiana State University and Arkansas, revenues have increased to $762 million from $229 million from 1999 to 2012. That is a whopping 233 percent increase. Mr. Gaul observes that during this period “profit margins had ballooned to hedge-fund levels,” generated by television broadcast rights, luxury suites, seat donations and corporate advertising. Mr. Gaul reports that the big universities “have netted 90 percent of all the new money that has flowed into college football the last decade or two.”

For the full review, see:
MARK KRAM Jr. “Books of The Times; A Sport’s Most Alluring Statistic Is Found on the Balance Sheet.” The New York Times (Weds., AUG. 26, 2015): C4.
(Note: ellipses added.)
(Note: the online version of the review was updated on AUG. 25, 2015, and has the title “Books of The Times; Review: ‘Billion-Dollar Ball’ Explores the Economics of College Football’s Top Programs.”)

The book under review, is:
Gaul, Gilbert M. Billion-Dollar Ball: A Journey through the Big-Money Culture of College Football. New York: Viking, 2015.

Do Entrepreneurial Results Excuse Entrepreneurial Arrogance?

(p. A1) Robert Whaley is a professor of finance at Vanderbilt University’s Owen Graduate School of Management and the developer of the two major so-called fear indices — the VIX and VXN on the Chicago Board Options Exchange — that are used to make bets on market volatility.

READING Right now it’s “Becoming Steve Jobs,” by Brent Schlender and Rick Tetzeli. It has a somewhat different take than Walter Isaacson’s “Steve Jobs.” I felt Isaacson’s version was a little negative. But what the books have in common is that Jobs was sheer genius. So what if he was arrogant? Consider what he’s done. We wouldn’t have iPhones and iPads if it wasn’t for his vision. I absolutely think that excuses his behavior. If everyone just wanted for people to look back and say you were kind, how would we move forward?

For the full interview, see:
KATE MURPHY. “Download: Robert Whaley.” The New York Times, SundayReview Section (Sun., SEPT. 6, 2015): 2.
(Note: the bold above is in the original. The first paragraph quoted above was written by the interviewer Kate Murphy. The paragraph following the word “Reading” is the response by the interviewee Robert Whaley.)
(Note: the online version of the interview has the date SEPT. 5, 2015.)

The Steve Jobs books mentioned by Whaley, are:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.
Schlender, Brent, and Rick Tetzeli. Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader. New York: Crown Business, 2015.

Quiet Author Founds Start-Up to Help Introverts

(p. 10) Last month, 50 executives from General Electric gathered on the fourth floor of a SoHo office building for a “fireside chat” with Susan Cain, the author of the 2012 book “Quiet: The Power of Introverts in a World That Can’t Stop Talking,” which has sold two million copies worldwide.
. . .
A talk about “Quiet” she gave at a 2012 TED conference has been viewed more than 11.6 million times online. And she has delivered more than 100 speeches since then, sometimes commanding five figures for an appearance. (She also does pro bono work, she stressed.)
. . .
“Writing a book is rewarding,” Mr. Godin said he told her. “But it doesn’t change most people’s lives.”
And so Ms. Cain, who has been coached in public speaking, is now promoting Quiet Revolution, a for-profit company she has started that is focused on the work, education and lifestyle of introverts, which she defines roughly as people who get their psychic energy from quiet reflection and solitude (not to be confused with people who are shy and become anxious in unfamiliar social situations). Extroverts, by contrast, thrive in crowds and have long been prized in society for their ability to command attention. Many people share attributes of both, she said.
Ms. Cain and Paul Scibetta, a former senior executive at J. P. Morgan Chase whom she met when they both worked at the law firm Cleary Gottlieb Steen & Hamilton in the 1990s, have set up a Quiet Leadership Institute, working with executives at organizations like NASA, Procter & Gamble and General Electric to help them better understand the strengths of their introverted employees.
. . .
Mike Erwin, a former professor of leadership and psychology at West Point who served in the Iraq and Afghanistan wars, invited Ms. Cain to speak to cadets in 2012 after he finished reading “Quiet.” He didn’t understand students who were reticent to talk in class or who wanted to explore every risk before jumping into a task. “I’m an extrovert,” he said. “And, as I look back at my career, I wrote off a lot of people who didn’t speak up or want to be in charge.”
In May, he was appointed chief executive of the Quiet Leadership Institute, where he is helping project managers at NASA learn how to lead teams populated with introverts (a common personality type in science). At Procter & Gamble, Mr. Erwin said, executives in research and development are exploring, among other things, how to help introverts become more confident leaders.

For the full story, see:
LAURA M. HOLSON. “Instigating a ‘Quiet Revolution’ of Introverts.” The New York Times, SundayStyles Section (Sun., JULY 26, 2015): 10.
(Note: ellipses added.)
(Note: the online version of the story has the date JULY 25, 2015, and has the title “Susan Cain Instigates a ‘Quiet Revolution’ of Introverts.”)

The Cain book mentioned above, is:
Cain, Susan. Quiet: The Power of Introverts in a World That Can’t Stop Talking. New York: Crown, 2012.

Producer of “The Godfather” to Make Six Hour TV Version of Atlas Shrugged

(p. D1) LOS ANGELES — It took a while — more than 40 years, actually.
But Albert S. Ruddy, a movie and television producer who does not like to quit, has landed rights to make his passion project: a screen version of “Atlas Shrugged,” Ayn Rand’s Objectivist bible.
Mr. Ruddy, whose canon includes films as varied as “The Godfather” and “The Cannonball Run,” almost had a deal back in the early 1970s, when he wooed Ms. Rand personally while sitting on a small couch in New York.
But Ms. Rand, who had left the Soviet Union in the 1920s and feared the Russians might acquire Paramount Pictures to subvert the project, wanted script approval; Mr. Ruddy, as adamant as she was, declined. “Then I’ll put in my will, the one person who can’t get it is you,” Mr. Ruddy recalls being told by Ms. Rand, who died in 1982.
. . .
The main thing, Mr. Ruddy said, is to honor Ms. Rand’s insistence on making a film for the future. That means redrawing its capitalists and creators, who go on strike against creeping collectivism, as figures more familiar than the railroad heiress and industrial titans who figured in a book that was first published in 1957.
“When you look at guys like Jeff Bezos, he’s not only doing Amazon, he wants to colonize Mars,” Mr. Ruddy said. He spoke by telephone last week of his plan for a mini-series in which an Internet blackout led by Bezos-like figures might shut down cellphones, banks and almost everything else.

For the full story, see:
MICHAEL CIEPLY. “Film Producer Lands Rights to ‘Atlas Shrugged’ Novel.” The New York Times (Mon., NOV. 2, 2015): B8.
(Note: ellipsis added.)
(Note: the online version of the story has the date NOV. 1, 2015, and has the title “Producer of ‘The Godfather’ Lands Rights to ‘Atlas Shrugged’ Novel.”)

“Racist” Woodrow Wilson Adopted “White Supremacy as Government Policy”

(p. A25) In 1882, soon after graduating from high school, the young John Davis secured a job at the Government Printing Office.

Over a long career, he rose through the ranks from laborer to a position in midlevel management. He supervised an office in which many of his employees were white men. He had a farm in Virginia and a home in Washington. By 1908, he was earning the considerable salary — for an African-American — of $1,400 per year.
But only months after Woodrow Wilson was sworn in as president in 1913, my grandfather was demoted. He was shuttled from department to department in various menial jobs, and eventually became a messenger in the War Department, where he made only $720 a year.
By April 1914, the family farm was auctioned off. John Davis, a self-made black man of achievement and stature in his community at the turn of the 20th century, was, by the end of Wilson’s first term, a broken man. He died in 1928.
Many black men and women suffered similar fates under Wilson. As the historian Eric S. Yellin of the University of Richmond documents in his powerful book “Racism in the Nation’s Service,” my grandfather’s demotion was part of a systematic purge of the federal government; with Wilson’s approval, in a few short years virtually all blacks had been removed from management responsibilities, moved to menial jobs or simply dismissed.
My grandfather died before I was born, but I have learned much about his struggle — and that of other black civil servants in the federal government — from his personnel file.
. . .
Consider a letter he wrote on May 16, 1913, barely a month after his demotion. “The reputation which I have been able to acquire and maintain at considerable sacrifice,” he wrote, “is to me (foolish as it may appear to those in higher stations of life) a source of personal pride, a possession of which I am very jealous and which is possessed at a value in my estimation ranking above the loss of salary — though the last, to a man having a family of small children to rear, is serious enough.”
And the reply he received? His supervisor said, simply, that my grandfather was unable to “properly perform the duties required (he is too slow).” Yet there had never been any indication of this in his personnel file.
Wilson was not just a racist. He believed in white supremacy as government policy, so much so that he reversed decades of racial progress. But we would be wrong to see this as a mere policy change; in doing so, he ruined the lives of countless talented African-Americans and their families.

For the full commentary, see:
GORDON J. DAVIS. “Wilson, Princeton and Race.” The New York Times (Tues., NOV. 24, 2015): A25.
(Note: ellipsis added.)
(Note: the online version of the commentary has the title “What Woodrow Wilson Cost My Grandfather.”)

The Yellin book praised in the passage quoted above, is:
Yellin, Eric S. Racism in the Nation’s Service: Government Workers and the Color Line in Woodrow Wilson’s America. Chapel Hill, NC: The University of North Carolina Press, 2013.

See also:
Patler, Nicholas. Jim Crow and the Wilson Administration: Protesting Federal Segregation in the Early Twentieth Century. Boulder, CO: University Press of Colorado, 2004.

Only 5% of Gender Pay Differential Is Likely Due to Discrimination

(p. A17) Full-time employment is technically defined as more than 35 hours. This raises an obvious problem: A simple side-by-side comparison of all men and all women includes people who work 35 hours a week, and others who work 45. Men are significantly more likely than women to work longer hours, according to the BLS. And if we compare only people who work 40 hours a week, BLS data show that women then earn on average 90 cents for every dollar earned by men.
Career choice is another factor. Research in 2013 by Anthony Carnevale, a Georgetown University economist, shows that women flock to college majors that lead to lower-paying careers. Of the 10 lowest-paying majors–such as “drama and theater arts” and “counseling psychology”–only one, “theology and religious vocations,” is majority male.
Conversely, of the 10 highest-paying majors–including “mathematics and computer science” and “petroleum engineering”–only one, “pharmacy sciences and administration,” is majority female. Eight of the remaining nine are more than 70% male.
Other factors that account for earnings differences include marriage and children, both of which cause many women to leave the workforce for years. June O’Neill, former director of the Congressional Budget Office, concluded in a 2005 study that “there is no gender gap in wages among men and women with similar family roles.”
. . .
Ms. O’Neill and her husband concluded in their 2012 book, “The Declining Importance of Race and Gender in the Labor Market,” that once all these factors are taken into account, very little of the pay differential between men and women is due to actual discrimination, which is “unlikely to account for a differential of more than 5 percent but may not be present at all.”

For the full commentary, see:
SARAH KETTERER. “The ‘Wage Gap’ Myth That Won’t Die; You have to ignore many variables to think women are paid less than men. California is happy to try.” The Wall Street Journal (Thurs., Oct. 1, 2015): A17.
(Note: ellipsis added.)
(Note: the online version of the commentary was updated on Sept. 30, 2015.)

The O’Neill book mentioned above, is:
O’Neill, June E., and Dave M. O’Neill. The Declining Importance of Race and Gender in the Labor Market: The Role of Employment Discrimination Policies. Washington, D.C.: AEI Press, 2012.

What If Steve Jobs Ran the I.C.U.?

We’d like to think that medical intensity and competence in the real world mirror the intensity and competence of television shows like ER and House. But too often it is like the horrible surreal story told below. What if we deregulated medicine to open it to the product and process innovations of intense innovative entrepreneurs like Steve Jobs, Jeff Bezos, and Sam Walton?

(p. 7) Omaha — I’ve been watching the monitor for hours. Natalie’s asleep now and I’m worried about her pulse. It’s edging above 140 beats per minute again and her blood oxygen saturation is becoming dangerously low. I’m convinced that she’s slipping into shock. She needs more fluids. I ring for the nurse.

I know about stuff like septic shock because for more than 20 years I was a transplant surgeon, and some of our patients got incredibly sick after surgery. So when I’m sitting in an I.C.U. in Omaha terrified that Natalie, my 17-year-old daughter, might die, I know what I’m talking about. I tell the nurse that Natalie needs to get another slug of intravenous fluids, and fast.
The nurse says she’ll call the doctor. Fifteen minutes later I find her in the lounge at a computer, and over her shoulder I see a screen full of makeup products. When I ask if we can get that fluid going, I startle her. She says she called the resident and told him the vital signs, but that he thought things were stable.
“He said to hold off for now,” she says.
“Get me two bags of saline. Now,” I tell her.
She says, “I’m calling my supervisor,” and she runs out of the lounge.
. . .
I know I shouldn’t be my daughter’s doctor. They taught us the problems with that during my first week in medical school.
. . .
But right now, I don’t care about any of that. I’m the one with experience taking care of really sick patients, and if I know she needs more fluids, she’s going to get them.
I break into the crash cart, a box on wheels full of stuff they use to resuscitate patients. I pull out two liters of saline solution and run both into Natalie’s IV in less than 20 minutes. Natalie’s pulse slows and her blood pressure rises. An hour later, after the nursing supervisor and on-call resident finally arrive, I’ve finished infusing a third liter. Natalie finally looks better.
This wasn’t the first time during Natalie’s illness eight years ago that I broke my promise to just be her dad. It started a week earlier when she came into the den and showed me the blood she’d coughed up. I suspect a father without my experience might have chalked it up to flu. Maybe because I was a transplant surgeon, and always considered the worst possible cause whenever a patient had a hiccup, I took her to the hospital. I was worried the blood meant she had a bacterial pneumonia, a bad one. And it did.
On the way to the hospital, Natalie took a deep breath and looked at me. “Am I going to die?” she asked. I’m convinced that she would have been dead before morning had I not been a doctor, and one who could recognize septic shock when it affected a normal teenager.

For the full commentary, see:
BUD SHAW. “A Doctor at His Daughter’s Hospital Bed.” The New York Times, SundayReview Section (Sun., SEPT. 6, 2015): 7.
(Note: ellipses added.)
(Note: the online version of the commentary has the date SEPT. 5, 2015.)

The commentary quoted above is adapted from the book:
Shaw, Bud. Last Night in the Or: A Transplant Surgeon’s Odyssey. New York: Plume, 2015.

Give Entrepreneurs “the Solitude They Need to Think Creatively”

(p. R1) . . . , numerous entrepreneurs and CEOs are either self-admitted introverts or have so many introvert qualities that they are widely thought to be introverts. These include Bill Gates, co-founder of Microsoft, Steve Wozniak, co-founder of Apple, Larry Page, co-founder of Google, Mark Zuckerberg, co-founder of Facebook, Marissa Mayer, current president and CEO of Yahoo, and Warren Buffett, chairman and CEO of Berkshire Hathaway.

As entrepreneurs, introverts succeed because they “create and lead companies from a very focused place,” says Susan Cain, author of “Quiet: The Power of Introverts in a World That Can’t Stop Talking” and founder of Quiet Revolution, a website for introverts.
. . .
Many people believe that introverts, by definition, are shy and extroverts are outgoing. This is incorrect. Introverts, whom experts say comprise about a third of the population, get their energy and process information internally. Some may be shy and some may be outgoing, but they all prefer to spend time alone or in small groups, and often feel drained by a lot of social interaction or large groups.
. . .
Introverts not only have the stamina to spend long periods alone–they love it. “Good entrepreneurs are able to give themselves the solitude they need to think creatively and originally–to create something where there once was nothing,” says Ms. Cain. “And this is just how introverts are wired.”
. . .
While extroverts are networking, promoting or celebrating success, introverts have their “butt on the seat,” says Laurie Helgoe, author of “Introvert Power: Why Your Inner Life is Your Hidden Strength” and assistant professor in the department of psychology and human services at Davis & Elkins College in Elkins, W.Va. “An introvert on his (p. R2) or her own is going to enjoy digging in and doing research–and be able to sustain him- or herself in that lonely place of forging your own way.”
They don’t need external affirmation
Another important characteristic of introverts is that they tend to rely on their own inner compass–not external signals–to know that they’re making the right move or doing a good job. That can give them an edge in several ways.
For instance, they generally don’t look for people to tell them whether an idea is worth pursuing. They tend to think it through before speaking about it to anybody, and rely on their own judgment about whether it’s worth pursuing.
With extroverts, the need for social stimulation, for getting the idea in front of other people, can make them leap before they’ve thought something out, Ms. Buelow says. “It’s very important for them to get outside feedback and motivation.” Feedback is great, of course. But at a certain point a leader needs to decide on a plan and execute it.
Following their own compass also helps introverts stay focused on a venture. Extroverts can get sidetracked by seeking external validation, such as awards or media attention for a project, which can divert them from their main goals. While introverts welcome external validation, they won’t let it define them or distract them. “It’s about keeping the long-haul perspective,” Ms. Buelow says.
What’s more, because introverts aren’t looking for outside events to validate their plans–or themselves–they don’t take setbacks as personally as extroverts. Somebody who relies on external affirmation tends to take setbacks personally and may get dispirited if the company hits a rough patch.
. . .
. . . , in a 2009 study looking at how introverts and extroverts approached an “effortful task,” Maya Tamir, director of the Emotion and Self-Regulation Laboratory at Boston College and Hebrew University in Jerusalem, found that extroverts sought a happy state while completing the task, while introverts preferred to maintain a neutral emotional state.
“The introverts’ happy space is a quieter space with less interruptions,” says Ms. Buelow. “They won’t have that overstimulation.”

For the full commentary, see:
ELIZABETH BERNSTEIN. “The Case for the Introverted Entrepreneur; Conventional wisdom says you need to be an extrovert to start a successful business. That’s wrong for all sorts of reasons.” The Wall Street Journal (Mon., August 24, 2015): R1-R2.
(Note: ellipses added; bold in original.)
(Note: the online version of the commentary has the title “Why Introverts Make Great Entrepreneurs; Conventional wisdom says you need to be an extrovert to start a successful business. That’s wrong for all sorts of reasons.”)

The Cain book mentioned in the commentary quoted above is:
Cain, Susan. Quiet: The Power of Introverts in a World That Can’t Stop Talking. New York: Crown, 2012.

The Helgoe book mentioned in the commentary quoted above is:
Helgoe, Laurie. Introvert Power: Why Your Inner Life Is Your Hidden Strength. Naperville, IL: Sourcebooks, Inc., 2013.

The Maya Tamir article mentioned above, is:
Tamir, Maya. “Differential Preferences for Happiness: Extraversion and Trait-Consistent Emotion Regulation.” Journal of Personality 77, no. 2 (April 2009): 447-70.

Scientific Insight Requires Hard Work More than Easy Epiphany

(p. A21) The myth of the finches obscures the qualities that were really responsible for Darwin’s success: the grit to formulate his theory and gather evidence for it; the creativity to seek signs of evolution in existing animals, rather than, as others did, in the fossil record; and the open-mindedness to drop his belief in creationism when the evidence against it piled up.
The mythical stories we tell about our heroes are always more romantic and often more palatable than the truth. But in science, at least, they are destructive, in that they promote false conceptions of the evolution of scientific thought.
Of the tale of Newton and the apple, the historian Richard S. Westfall wrote, “The story vulgarizes universal gravitation by treating it as a bright idea … A bright idea cannot shape a scientific tradition.” Science is just not that simple and it is not that easy.
. . .
Even if we are not scientists, every day we are challenged to make judgments and decisions about technical matters like vaccinations, financial investments, diet supplements and, of course, global warming. If our discourse on such topics is to be intelligent and productive, we need to dip below the surface and grapple with the complex underlying issues. The myths can seduce one into believing there is an easier path, one that doesn’t require such hard work.
But even beyond issues of science, there is a broader lesson to learn, . . . . We all run into difficult problems in life, and we will be happier and more successful if we appreciate that the answers often aren’t quick, or easy.

For the full commentary, see:
LEONARD MLODINOW. “It Is, in Fact, Rocket Science.” The Wall Street Journal (Sat., MAY 16, 2015): A21.
(Note: ellipsis internal to third quoted paragraph, in original; other ellipses, added.)
(Note: the online version of the commentary was updated on MAY 15, 2015.)

Mlodinow’s book, related to the commentary quoted above, is:
Mlodinow, Leonard. The Upright Thinkers: The Human Journey from Living in Trees to Understanding the Cosmos. New York: Pantheon Books, 2015.

Dogged Dreamers Developed Deadly Dirigibles

(p. C7) “Dirigibility” means the ability to navigate through the air by engine power, unlike balloon flight, which is captive to the wind. Beginning and ending with the Hindenburg vignette, C. Michael Hiam gives in “Dirigible Dreams” a concise but comprehensive history of the airship and its evolution. With style and some flair, Mr. Hiam introduces a cast of dogged visionaries, starting with Albert Santos-Dumont, a Brazilian whose exploits from 1901 onward usually culminated in our hero dangling from a tree or a high building, shredded gas bags draped around him like a shroud. For all of these pioneers, problems queued up from the outset: Insurance companies, for example, refused to quote a rate for aerial liability. (Try asking your broker today.) And to inflate the craft the engineers were stuck with hydrogen, since non-flammable helium was too scarce and hot air has insufficient lifting force.
. . .
In 1929, British engineers pioneered a giant dirigible–at 133 feet in diameter, Mr. Hiam notes, it was “the largest object ever flown”–powered by six Rolls-Royce Condor engines. But too many died as the still-flimsy crafts plunged to the ground in flames. His Majesty’s secretary of state for air perished in a luxurious airship cabin on the way to visit the king’s subjects in India. One by one, nations gave up their dirigible dreams, especially after 35 souls burned to death on the Hindenburg in Lakehurst, N.J., one of the first transport disasters recorded on film. After that tragedy, commercial passengers never flew in an airship again, and by the start of World War II just two years later “the airship had become entirely extinct.”

For the full review, see:
SARA WHEELER. “Inflated Hopes; Early airship experimenters found that insurance companies refused to quote rates for aerial liability.” The Wall Street Journal (Sat., Oct. 18, 2014): C7.
(Note: ellipsis added.)
(Note: the online version of the review was updated on Oct. 23, 2014.)

The book under review, is:
Hiam, C. Michael. Dirigible Dreams: The Age of the Airship. Lebanon, NH: ForeEdge, 2014.