Incident At Aberlene

Delve into the world of the Wild West and the gunslingers that populated its dusty towns and saloons.

Master of the Senate, Book Three of The Years of Lyndon Johnson, carries Johnson’s story through one of its most remarkable periods: his twelve years, from 1949 to 1960, in the United States Senate. At the heart of the book is its unprecedented revelation of how legislative power works in America, how the Senate works, and how Johnson, in his ascent to the presidency, mastered the Senate as no political leader before him had ever done. It was during these years that all Johnson’s experience—from his Texas Hill Country boyhood to his passionate representation in Congress of his hardscrabble constituents to his tireless construction of a political machine—came to fruition. Caro introduces the story with a dramatic account of the Senate itself: how Daniel Webster, Henry Clay, and John C. Calhoun had made it the center of governmental energy, the forum in which the great issues of the country were thrashed out. And how, by the time Johnson arrived, it had dwindled into a body that merely responded to executive initiatives, all but impervious to the forces of change. Caro anatomizes the genius for political strategy and tactics by which, in an institution that had made the seniority system all-powerful for a century and more, Johnson became Majority Leader after only a single term-the youngest and greatest Senate Leader in our history; how he manipulated the Senate’s hallowed rules and customs and the weaknesses and strengths of his colleagues to change the “unchangeable” Senate from a loose confederation of sovereign senators to a whirring legislative machine under his own iron-fisted control. Caro demonstrates how Johnson’s political genius enabled him to reconcile the unreconcilable: to retain the support of the southerners who controlled the Senate while earning the trust—or at least the cooperation—of the liberals, led by Paul Douglas and Hubert Humphrey, without whom he could not achieve his goal of winning the presidency. He shows the dark side of Johnson’s ambition: how he proved his loyalty to the great oil barons who had financed his rise to power by ruthlessly destroying the career of the New Dealer who was in charge of regulating them, Federal Power Commission Chairman Leland Olds. And we watch him achieve the impossible: convincing southerners that although he was firmly in their camp as the anointed successor to their leader, Richard Russell, it was essential that they allow him to make some progress toward civil rights. In a breathtaking tour de force, Caro details Johnson’s amazing triumph in maneuvering to passage the first civil rights legislation since 1875. Master of the Senate, told with an abundance of rich detail that could only have come from Caro’s peerless research, is both a galvanizing portrait of the man himself—the titan of Capital Hill, volcanic, mesmerizing—and a definitive and revelatory study of the workings and personal and legislative power.

"An excellent book . . . D'Este's masterly account comes into its own." —The Washington Post Book World Born into hardscrabble poverty in rural Kansas, the son of stern pacifists, Dwight David Eisenhower graduated from high school more likely to teach history than to make it. Casting new light on this profound evolution, Eisenhower chronicles the unlikely, dramatic rise of the supreme Allied commander. With full access to private papers and letters, Carlo D'Este has exposed for the first time the untold myths that have surrounded Eisenhower and his family for over fifty years, and identified the complex and contradictory character behind Ike's famous grin and air of calm self-assurance. Unlike other biographies of the general, Eisenhower captures the true Ike, from his youth to the pinnacle of his career and afterward.

We live in a culture—especially at work—that prefers harmony over discord, agreement over dissent, speed over deliberation. We often smile and nod to each other even though deep down we could not disagree more. Whether with colleagues, friends, or family members, the tendency to paper over differences rather than confront them is extremely common. We believe that the best thing to do to preserve our relationships and to ensure that our work gets done as expeditiously as possible is to silence conflict. Let’s face it, most bosses don’t encourage us to share our differences. Indeed, many people are taught that loyal employees accept corporate values, policies, and decisions—never challenging or questioning them. If we want to hold on to our jobs and move up in our organizations, stifling conflict is the safest way to do it—or so we believe. And it is not just with our bosses that we fear raising a dissenting opinion. We worry about what our peers and even our subordinates may think of us. We don’t want to embarrass ourselves or create a bad impression. We don’t want to lose others’ respect or risk rejection. We often associate conflict with its negative form—petty bickering, heated arguing, a bloody fight. But conflict can also be a source of creative energy; when handled constructively by both parties, differences can lead to a healthy and fruitful collaboration, creation, or construction of new knowledge or solutions. When we silence conflict, we avoid the possibility of negative conflict, but we also miss the potential for constructive conflict. Worse yet, as Leslie Perlow documents, the act of silencing conflict may create the consequences we most dread. Tasks frequently take longer or never get done successfully, and silencing conflict over important issues with people for whom we care deeply can result in disrespect for, and devaluing of, those same people. Each time we silence conflict, we create an environment in which we’re all the more likely to be silent next time. We get caught in a vicious “silent spiral,” making the relationship progressively less safe, less satisfying, and less productive. Differences get glossed over, patched over, and suppressed . . . until disaster happens. “Saying yes when you really mean no” is a problem that haunts organizations from start-ups to multi- nationals. It exists across industries, levels, and functions. And it’s exacerbated by a down economy, when the fear of losing one’s job is on everybody’s mind and the idea of allowing conflict to surface or disagreeing with others seems particularly risky. All too often, the conversation at work bespeaks harmony and togetherness, even though passionate disagreements exist beneath the surface. Leslie A. Perlow is a corporate ethnographer, an anthropologist of corporate culture. Anthropologists like Margaret Mead spend years in the field studying exotic cultures. Perlow does the same, although the field for her is the office and the exotic people are us—those who work in the world of organizations. But the end result is no less surprising or rich in insight. Whether it’s a Fortune 500 firm, small business, or government bureaucracy, Perlow provides a keen understanding of the hidden issues behind what people say (and don’t say). And more important, she shows how to create relationships where individuals feel empowered to express their genuine thoughts and feelings and to harness the power of positive conflict.

In this meticulously researched classic of the JFK conspiracy genre that Library Journal calls "sensational," Mark North argues convincingly that President John F. Kennedy died as the result of a plot masterminded by Louisiana Mafia chieftain Carlos Marcello—and, more importantly, that FBI chief J. Edgar Hoover learned early on about the plan but did nothing to stop it. Hoover warned no one—not the Dallas police, not the Secret Service. His motives, North suggests, stemmed from a fervent hatred of Kennedy and fear that the President would eventually fire him. He is documented as a close confidant of Vice President Lyndon Johnson—a man Hoover "controlled" due to blackmail and scandals. Hoover’s day–to–day running of the FBI, his strange personality, and his backroom dealings are brought to life using an extensive collection of press clippings, government documents, and other original sources. Act of Treason is a must–read for any citizen who believes the Warren Commission failed miserably in its attempt to solve one of modern America’s most pressing mysteries: Who killed JFK?