economics-textbook

As Boritt explains in the preface, Lincoln's "connections with political economy" "may appear to be dreadfully dull to some," but the author cautions that "it is indispensable." Lincoln first came to prominence in rural Illinois in the 1830s as an advocate for "better transportation - 'internal improvements,' as Americans called it." As a member of the Illinois House of Representatives, Lincoln "supported the creation of many, though not all, private, river, canal, turnpike, and railroad companies." At the end of the first chapter, Boritt writes that Lincoln's "political activity was inspired, beyond the hope of personal or party gain, by a vision of endless material progress," which became the "American dream."

Because Lincoln's origins were humble, he often is portrayed as a champion of the common man, but, as Boritt observes, for Lincoln, "banking was a special interest," and, in 1835, he supported a state bank because, according to Boritt, "the Illinois economy needed banking facilities above all to support internal improvements." By 1837, Lincoln was a member of the [Illinois] House Finance Committee, and, according to Boritt, he "made economics the most substantial part of his campaigning, legislative labors, and private studies outside (and not infrequently inside) his legal work." In an 1837 speech defending the state bank, Boritt writes that Lincoln "was giving voice to the prime element of his developing economic persuasion. The fact was that for the man who would rise, for the nations that would rise, banks were necessary." Boritt's assessment is: "Lincoln's involvement with improvements helped him reach convictions which played a crucial role during his presidency." According to Boritt, "the improvement episode helped make Lincoln a lifelong opponent of the localism and sectionalism that proved so destructive in Illinois."

In the mid-1840s, when Lincoln was hoping to be elected to Congress, his "Whiggery was mainly economic oriented," and his acceptance of broad party principles "meant national economic goals." According to Boritt: "Lincoln's thinking...exuded nationalism." In Washington, he "desired large scale federal improvements, federally directed, at federal expense." "But in Congress Lincoln began to shift his attention from specific questions of economics" as a result of the Mexican War, which Lincoln opposed. In Boritt's view: "Lincoln's lack of enthusiasm about expansion may have been shortsighted in economic terms," but, according to Boritt, Lincoln appears to have believed that "[e]conomic development demanded peace."

In the 1850s, according to Boritt, as Lincoln was "pulled...toward Republicanism," he continued to believe "the economics of prosperity, freedom, and this democracy." In several places, Boritt observes that Lincoln believed in the inevitability of material progress. In contrast: "Slavery was a relic of barbarism." In 1856, according to Boritt, Lincoln noted that the "'central idea' of America was equality." To Lincoln, in Boritt's view, "equality" meant "opportunity to get ahead in life." Boritt explains: "Since the central idea of America was economic, the measure of the nation's success had to be economic, too." In this respect, according to Boritt, Lincoln "institutionalized the American Dream - made it perhaps the most central idea of the nation," and slavery had to be extinguished because it "subverted the Dream." According to Boritt: "Lincoln could perceive America only through nationalist eyes....As Lincoln saw it, the nation was to become either free or slave, one or the other."

During the 1850s, according to Boritt, Lincoln became increasingly absorbed with the slavery issue. Once elected president, according to Boritt, "Lincoln's eyes remained set on one foremost goal: stopping slavery extension in the name of the American Dream." According to Boritt: "Lincoln defended the Union on many occasions and in almost as many ways, but by far his most extensive and determined defense was a largely economic defense." In his annual message in 1862, according to Boritt, Lincoln declared that the "United States could not be broken up...because it formed am indivisible economic unit." In Boritt's view, "Lincoln's first important military act was essentially economic: the proclamation of a blockade of Southern ports....The adaption of economic policy to military strategy, thus began a few days after the fall of Fort Sumter, continued to Appomattox." According to Boritt: "Emancipation by itself ran counter to the President's policy of enticing Southerners back into the Union through economic means." Boritt writes: "Lincoln appreciated the need for an economic base for the former slaves." The employment of former slaves liberated by the circumstances of war, Boritt explains, "transformed the slave into a wage-earning free laborer." Nevertheless, in Boritt's view, Lincoln "failed to come to grips fully with the needs of the masses of blacks." In the final chapter, Boritt writes: "For Lincoln, unobstructed upward mobility was the most important ideal America strove for....Mobility was the ideal and slavery its antipode." For Lincoln, in Boritt's view, "the most 'central idea' of the Union war effort was the preservation of man's right to rise.'"

What, ultimately, is the connection between Lincoln's economic and political philosophy? I believe Boritt would say that Lincoln's economic nationalism made him a lifelong opponent of the localism and sectionalism, as well as a strong believer in economic opportunity. In one of this book's key passages, Boritt writes that "slavery was the supreme issue for [Lincoln] because he feared its extension would strangle the American Dream." After reading this book, no reader will doubt that, throughout his public career, Lincoln was a man ahead of his time.

This study guide is comprehensive. It gives the reader a chapter review, hints that really are helpful, matching terms to definitions, problems and short answer questions, an abundance of True/False and multiple choice questions, and finally, "advanced critical thinking". This is exactly what a study guide should be.

It's not too early to start thinking about Christmas gifts! And that one person you always have such a hard time buying for will be easier this year! Not your spouse, your boss! If you have been trying to get your boss to listen to your crazy ideas about SGML or want to let a new boss in on what all of that acronym stuff is - SGML, the Billion Dollar Secret fits the bill.

Wait! If you think your boss won't read it - there's pictures! Cute little cartoon picctures that show the publications process as it relates to a busy executives job. The pictures are cleaned up versions of the ones we have all hastily scrawled when we try to show our friends, family, and bankers what we do.

Chet Ensign has written the book we all need when talking to the mass market about SGML. The book outlines, in business terms, what SGML is, why someone would want to do it, and what a business can expect to gain by using SGML. Mr. Ensign does a grand job of taking all of the technobabble out of the industry and explaining in clear business terms the problem with information in corporate documentation and how some companies have solved it.

And what companies! The real strength of this book is right in the middle of the book. Chapters 3, 4, 5, and 6 are dedicated to in depth case studies of Sybase, Grolier, Sikorsky Aircraft, and Mobil Corporation. Each business case is organized in it's own chapter with a great little executive summary on the first page. The executive summary is invaluable because at a glance you can see if you want to continue reading the business case. Each business case presents the problem the company was trying to solve, details of what they did and the challenges they faced and then the tangible benefits they saw. Each business case is presented in a great narrative style so that we meet the people who made it happen and share their frustrations and triumphs. This very human approach to technology kept me reading even though in some cases, I already knew how it was going to turn out. If all of this sounds a little chatty for your audience, remember, the executive summaries are first and only one page long!

You are sure to recognize your company as you go through these business cases. Mr. Ensign has done a good job of not only giving us various industries to study but also various implementation strategies - in fact, the only thing these case studies have in common is that they all saved money - big money - using SGML. Grollier changed out their authoring environment, Sybase didn't. Each case gives a compelling reason why or why not. For those of us in the consulting business, these case studies are a gold mine!

One problem we have had with SGML is convincing companies that the up front investment was worthwhile. And we all knew people who were saving big money with SGML but our non disclosures kept us quiet - and most often our customers were unwilling to talk - even to non competitors. Mr. Ensign somehow navigated the legal and political waters that the rest of us were unwilling or unable to chart to bring these case studies to light. I, for one, am eternally grateful. There is an added bonus in chapter 6 when we learn the inside story of the Semiconductor Pinnacles initiative. As a member of another standards organization, I remember the dismay I felt when the Pinnacles group was able to accomplish in one year what our group had only begun after 4 years. Our company hosted a meeting in Dallas for the Texas instrument session of the Pinnacles analysis and the description of how the lonely semiconductor "peaks" find each other and share their common dream made me smile. Descriptions of the analysis process as "Mud, Bricks and Mud 1" is good preparation for any manager who doesn't understand why analysis takes so long. I like the metaphor so much, I plan to start using it with our customers.

The first two chapters give an overview of why you might want to read this book and describe a hypothetical company (Typicorp) that is trying to integrate their electronic data into a new delivery mechanism sans SGML. The successful prototype is followed by the nightmare of true system implementation. We all know companies who have undergone this sort of effort but with the explosion of the World Wide Web and the continual changes in HTML, I suspect Typicorp's problem is even more prevalent today.

Chapter 8 contains references to other places to go for more information and chapter 9 contains guidelines on how to know if your business could benefit from SGML. Chapter 9 also brings some common lessons learned together from the case studies and describes how to use these case studies to gage impact on your organization. That's it! The book is done and your boss is wiser. Many of the sticky questions that you would have had to face when presenting your business case have been answered. (See the three part business case article in the last three issues of ) Chet Ensign has made everyone's life easier who needs to sell SGML. This book will definitely be in my Dad's Christmas stocking (he's still worried that I should have gotten that Civil Engineering degree.......)

Carla Corkern is President of ISOGEN INTERNATIONAL CORP. She lives and reads in Dallas, TX.

1 attributed to Tommie Usdin

This book had amazing quotes and references that will surely help you in acheiving that "A" you are looking for.

It sure did help me.