Richard M Nixon or Getting to Maybe

Richard M. Nixon: The 37th President, 1969-1974

Author: Elizabeth Drew

The complex man at the center of America’s most self-destructive presidency

In this provocative and revelatory assessment of the only president ever forced out of office, the legendary Washington journalist Elizabeth Drew explains how Richard M. Nixon’s troubled inner life offers the key to understanding his presidency. She shows how Nixon was surprisingly indecisive on domestic issues and often wasn’t interested in them. Turning to international affairs, she reveals the inner workings of Nixon’s complex relationship with Henry Kissinger, and their mutual rivalry and distrust. The Watergate scandal that ended his presidency was at once an overreach of executive power and the inevitable result of his paranoia and passion for vengeance.

Even Nixon’s post-presidential rehabilitation was motivated by a consuming desire for respectability, and he succeeded through his remarkable resilience. Through this book we finally understand this complicated man. While giving him credit for his achievements, Drew questions whether such a man—beleaguered, suspicious, and motivated by resentment and paranoia—was fit to hold America’s highest office, and raises large doubts that he was.

Library Journal

For the "American Presidents" series, edited by Arthur M. Schlesinger Jr., famed journalist Drew limns a paranoid prez focused on international affairs. Copyright 2007 Reed Business Information.

Book review: Frederick the Great or On Suicide Bombing

Getting to Maybe: How the World Is Changed

Author: Frances Westley

A practical, inspirational, revolutionary guide to social innovation

Many of us have a deep desire to make the world around us a better place. But often our good intentions are undermined by the fear that we are so insignificant in the big scheme of things that nothing we can do will actually help feed the world’s hungry, fix the damage of a Hurricane Katrina or even get a healthy lunch program up and running in the local school. We tend to think that great social change is the province of heroes – an intimidating view of reality that keeps ordinary people on the couch. But extraordinary leaders such as Gandhi and even unlikely social activists such as Bob Geldof most often see themselves as harnessing the forces around them, rather than singlehandedly setting those forces in motion. The trick in any great social project – from the global fight against AIDS to working to eradicate poverty in a single Canadian city – is to stop looking at the discrete elements and start trying to understand the complex relationships between them. By studying fascinating real-life examples of social change through this systems-and-relationships lens, the authors of Getting to Maybe tease out the rules of engagement between volunteers, leaders, organizations and circumstance – between individuals and what Shakespeare called “the tide in the affairs of men.”

Getting to Maybe applies the insights of complexity theory and harvests the experiences of a wide range of people and organizations – including the ministers behind the Boston Miracle (and its aftermath); the Grameen Bank, in which one man’s dream of micro-creditsparked a financial revolution for the world’s poor; the efforts of a Canadian clothing designer to help transform the lives of aboriginal women and children; and many more – to lay out a brand new way of thinking about making change in communities, in business, and in the world.