01 All of these big names write great stuff, but I have to ask myself, who are they writing for? Who, if anyone is listening? Among all these great ideas, there is not a single one that has been implemented, funded, sustained, or effective. So why do we have smart people and think tanks? Are they a form of public entertainment, of public self-stroking, completely removed from the reality that the White House and Congress are so lacking in moral and intellectual fortitude as to be a constant danger to both the Republic and all other nations?
Power depends upon context, and the rapid growth of cyber space is an important new context in world politics. The low price of entry, anonymity, and asymmetries in vulnerability means that smaller actors have more capacity to exercise hard and soft power in cyberspace than in many more traditional domains of world politics. Changes in information has always had an important impact on power, but the cyber domain is both a new and a volatile manmade environment. The characteristics of cyberspace reduce some of the power differentials among actors, and thus provide a good example of the diffusion of power that typifies global politics in this century. The largest powers are unlikely to be able to dominate this domain as much as they have others like sea or air. But cyberspace also illustrates the point that diffusion of power does not mean equality of power or the replacement of governments as the most powerful actors in world politics.
Phi Beta Iota: The author served as deputy director of the National Intelligence Council and as an Assistant Secretary of Defense for International Security Affairs. He coined the term “soft power” and is arguably the most astute and coherent observer and analyst of traditional relations among nations now serving in the upper ranks of the elite that pupport to be serving the public interest.
Robert Altman, James Baker, Bill Bradley, Harold Brown, Hodding Carter, William Coleman, Walter Cronkite, Barabara Ehrenreich, Vartan Gregorian, Robert Hackney, Doug Henwood, Mike Dedavoy, Joseph Nye, Samuel Peabody, John Perkins, Pete Seeger, Lawrence Summers, Arthur Sulzberger, William Taft, Kurt Vonnegut, Howard Zinn
This DVD is superb and also subversive. I doubt that the “stars” in this movie, particularly James Baker, Bill Bradley, Howard Brown, and Larry Summers, really knew what they were getting into, since their words–and their bland denials–ring so false in this context.
I put the film in while trying to deal with Microsoft’s latest “update” that cost me half the morning, and I recommend it very strongly as a Christmas present or for classrooms and book clubs.
+ A Peabody, whose ancestors came on “the boat” and also founded Groton, laments that whereas all the leaders used to pass through Groton, now there is no real “source.” I am reminded of Lee Iacocca’s Where Have All the Leaders Gone?.
+ Hedge fund visits basically boils all ownership in America down to four banks, and later in the film we learn that six multinational control almost all “content.”
Anything by Joe Nye stops my work and receives my undivided attention. This is an absolute gem of a book, a mix of world-class scholarship and world-class pragmatism. It goes to the top of my leadership list on Amazon.
The book opens with the observation that two thirds of US citizens believe their is a leadership crisis. The intellectual center of the book is its focus on “smart power” defined as a balanced mix of soft and hard power that is firmly grounded in “Contextual IQ,” a term credited to Mayo and Nohria of Harvard.
The author defines leaders as those who help a group create and achieve goals. He states that leadership is an art, not a science. I especially liked the early phases, “good contextual intelligence broadens the bandwidth of leaders.” He likens the relation of leaders and the led to surfers and the wave–can ride it but cannot move it this way and that.
Soft power, his signal contribution to the global dialog on international relations, is concisely defined as att5ractive power, yielding the power to ask instead of compell. He cites McGregor Burns in communicating that bullys who humiliate and intimidate are counter-productive, that “power-wielders are not leaders.”
There is a fine review of leadership styles, attributes, and a reference to female leadership rising (I have long said that women make better intelligence analysts because they have smaller egos and a great deal more emphathy and intuition). He provides a matrix for evaluationg inter effectivenesss and ethics in relation to goals, means, and consequences.
I was struck the emphasis on emotional intelligence and the needed ability to rapidly evaluate loyalty networks that might not be immediately obvious. He distinguishes between public politics and private politics.
The book concludes with a really extra-special and lengthy disucssion of leadership ethics and morality. The last two pages prior to top-notch notes and bibliographies are 12 take-aways on leadership (he had the wit to avoid making them the 12 commandments) consisting of a fragment that I list below, and explicative annotation that I do not–the book is worthy of buying for these two pages and the moral-ethical conclusion alone, but certainly this is an important book that should be read any anyone seeking to lead others.
1. Good leadership matters
2. Leadership can be learned.
3. Leaders help create and achieve group goals.
4. Smart leaders need both soft and hard power skills.
5. Leaders depend on and are partly shaped by followers.
6. Appropriate style depends on context.
7. Consultative style costs time, but has three major benefits.
8. Leaders need both managerial and organizational skills.
9. Leadership for crisis conditions requires advanced preparations, emotional maturity, and the ability to distinguish between operational, analytical, and political contexts.
10. Information revolution is shifting context of postmodern organizations from command to co-optive style.
11. Reality testing, constant information seeking, and adjusting to change are essential but (buy the book).
12. Ethical leaders use consciences, common moral rules, and professional standards, but conflicting values can create “dirty hands.”
I have just two nits with this book, neither of which is a buy-stopper:
A. On page 94 there is an annoyingly facile and superficial reference to the 9-11 commission citing cultural dissonance as one reason the FBI and CIA did not share information. As one who has both read and written extensively on this topic, not only have we all identified numerous examples of internal failures (e.g. the FBI rejected two walk-ins, one in Newark and one in Orlando, prior to the event; CIA sent line-crossers in and conclusively established there were no Weapons of Mass Destruction, but George Tenet parked his integrity on the same shelf Colin Powell used, and let the White House lie 935 times to the public and Congress). I have an edited book scheduled on Cultural Intelligence for 2009, this is an important topic, and merits better treatment from the author.
Having said that, I consider this to be one of the author’s top three immediately current and relevant books, and relatively priceless if we can get “Mr. Perfect” to read it (more than once), along with the author’s two recent works, Understanding International Conflicts (6th Edition); and The Paradox of American Power: Why the World’s Only Superpower Can’t Go It Alone.February 26, 2008
First Rate, Post 9-11 Update, One of Two Core Works
June 10, 2007
Joseph S. Nye
First, this is a five-star tutorial on international relations that has been most recently updated after 9-11. If I were to recommend only two books on international relations, for any adult including nominally sophisticated world travelers, this would be the first book; the second would be Shultz, Godson, & Quester’s wonderful edited work, Security Studies for the 21st Century.
I really want to stress the utility of this work to adults, including those like myself who earned a couple of graduate degrees in the last century (smile). I was surprised to find no mention of the author’s stellar service as Chairman of the National Intelligence Council–not only has he had full access to everything that can be known by secret as well as non-secret means, but he has kept current, and this undergraduate and affordable paperback was a great way for me–despite the 400+ books I’ve read (most of them reviewed on Amazon.com) in the past four plus years–to come up to speed on the rigorous methodical scholarly understanding of both historical and current theories and practices in international relations. This book is worth anyone’s time, no matter how experienced or educated.
Each chapter has a very satisfactory mix of figures, maps, chronologies, and photos–a special value is a block chart showing the causes for major wars or periods of conflict at the three levels of analysis–international system, national, and key individual personalities, and I found these quite original and helpful.
Excellent reference and orientation work. Took five hours to read, with annotation–this is not a mind-glazer, it’s a mind-exerciser.