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Finalist, 2021 Wall Award The untold story behind one of America's
greatest dramas In early 1957, a low-budget black-and-white movie
opened across the United States. Consisting of little more than a
dozen men arguing in a dingy room, it was a failure at the box
office and soon faded from view. Today, 12 Angry Men is acclaimed
as a movie classic, revered by the critics, beloved by the public,
and widely performed as a stage play, touching audiences around the
world. It is also a favorite of the legal profession for its
portrayal of ordinary citizens reaching a just verdict and widely
taught for its depiction of group dynamics and human relations. Few
twentieth-century American dramatic works have had the acclaim and
impact of 12 Angry Men. Reginald Rose and the Journey of "12 Angry
Men" tells two stories: the life of a great writer and the journey
of his most famous work, one that ultimately outshined its author.
More than any writer in the Golden Age of Television, Reginald Rose
took up vital social issues of the day-from racial prejudice to
juvenile delinquency to civil liberties-and made them accessible to
a wide audience. His 1960s series, The Defenders, was the finest
drama of its age and set the standard for legal dramas. This book
brings Reginald Rose's long and successful career, its origins and
accomplishments, into view at long last. By placing 12 Angry Men in
its historical and social context-the rise of television, the
blacklist, and the struggle for civil rights-author Phil Rosenzweig
traces the story of this brilliant courtroom drama, beginning with
the chance experience that inspired Rose, to its performance on
CBS's Westinghouse Studio One in 1954, to the feature film with
Henry Fonda. The book describes Sidney Lumet's casting, the sudden
death of one actor, and the contribution of cinematographer Boris
Kaufman. It explores the various drafts of the drama, with
characters modified and scenes added and deleted, with Rose
settling on the shattering climax only days before filming began.
Drawing on extensive research and brimming with insight, this book
casts new light on one of America's great dramas-and about its
author, a man of immense talent and courage. Author royalties will
be donated equally to the Feerick Center for Social Justice at
Fordham Law School and the Justice John Paul Stevens Jury Center at
Chicago-Kent College of Law.
Finalist, 2021 Wall Award (Formerly the Theatre Library Association
Award) The untold story behind one of America’s greatest dramas.
In early 1957, a low-budget black-and-white movie opened across the
United States. Consisting of little more than a dozen men arguing
in a dingy room, it was a failure at the box office and soon faded
from view. Today, 12 Angry Men is acclaimed as a movie classic,
revered by the critics, beloved by the public, and widely performed
as a stage play, touching audiences around the world. It is also a
favorite of the legal profession for its portrayal of ordinary
citizens reaching a just verdict and widely taught for its
depiction of group dynamics and human relations. Few
twentieth-century American dramatic works have had the acclaim and
impact of 12 Angry Men. Rosenzweig’s 12 Angry Men tells two
stories: the life of a great writer and the journey of his most
famous work, one that ultimately outshined its author. More than
any writer in the Golden Age of Television, Reginald Rose took up
vital social issues of the day—from racial prejudice to juvenile
delinquency to civil liberties—and made them accessible to a wide
audience. His 1960s series, The Defenders, was the finest drama of
its age and set the standard for legal dramas. This book brings
Reginald Rose’s long and successful career, its origins and
accomplishments, into view at long last. By placing 12 Angry Men in
its historical and social context—the rise of television, the
blacklist, and the struggle for civil rights—Rosenzweig traces
the story of this brilliant courtroom drama, beginning with the
chance experience that inspired Rose, to its performance on CBS’s
Westinghouse Studio One in 1954, to the feature film with Henry
Fonda. The book describes Sidney Lumet’s casting, the sudden
death of one actor, and the contribution of cinematographer Boris
Kaufman. It explores various drafts of the drama, with Rose
settling on the shattering climax only days before filming began.
Drawing on extensive research and brimming with insight, this book
casts new light on one of America’s great dramas—and about its
author, a man of immense talent and courage. Author royalties will
be donated equally to the Feerick Center for Social Justice at
Fordham Law School and the Justice John Paul Stevens Jury Center at
Chicago-Kent College of Law.
Dozens of books have been published recently on the errors and
biases that affect our judgments and choices. Drawing on cognitive
science, their lessons are excellent for many kinds of decisions -
consumer choice and financial investments, for example - but stop
short of addressing many of the most important decisions we face in
management, where we can actively influence outcomes and where
competitive forces mean we have to outperform rivals. As Phil
Rosenzweig shows, drawing on examples from business, sports and
politics, this sort of decision-making relies on mastering two very
different abilities. First, the analytical problem-solving skills
associated with the brain's left hemisphere; and second, what Tom
Wolfe called 'the Right Stuff': the ability to take calculated
risks. Bringing fresh and often surprising insights to topics
including confidence and overconfidence, the uses and limits of
decision models, leadership and authenticity, expert performance
and deliberate practice, competitive bidding and new venture
management, Left Brain, Right Stuff, the myth-busting follow-up to
The Halo Effect, explains how to perform when making even the most
difficult decisions.
With two new chapters and a new preface, the award-winning book
"The Halo Effect "continues to unmask the delusions found in the
corporate world and provides a sharp understanding of what drives
business success and failure.
Too many of today's most prominent management gurus make steel-clad
guarantees based on claims of irrefutable research, promising to
reveal the secrets of why one company fails and another succeeds,
and how you can become the latter. Combining equal measures of
solemn-faced hype and a wide range of popular business delusions,
statistical and otherwise, these self-styled experts cloud our
ability to think critically about the nature of success.
Central among these delusions is the Halo Effect--the tendency to
focus on the high financial performance of a successful company and
then spread its golden glow to all its attributes--clear strategy,
strong values, brilliant leadership, and outstanding execution. But
should the same company's sales head south, the very same
attributes are universally derided--suddenly the strategy was
wrong, the culture was complacent, and the leader became arrogant.
"The Halo Effect" not only identifies these delusions that keep us
from understanding business performance, but also suggests a more
accurate way to think about leading a company. This
approach--focusing on strategic choice and execution, while
recognizing the inherent riskiness of both--clarifies the
priorities that managers face.
Brilliant and unconventional, irreverent and witty, "The Halo
Effect" is essential reading for anyone wanting to separate fact
from fiction in the world of business.
"Left Brain, Right Stuff" takes up where other books about decision
making leave off. For many routine choices, from shopping to
investing, we can make good decisions simply by avoiding common
errors, such as searching only for confirming information or
avoiding the hindsight bias. But as Phil Rosenzweig shows, for many
of the most important, more complex situations we face--in
business, sports, politics, and more--a different way of thinking
is required. Leaders must possess the ability to shape opinions,
inspire followers, manage risk, and outmaneuver and outperform
rivals.
Making winning decisions calls for a combination of skills: clear
analysis and calculation--left brain--as well as the willingness to
push boundaries and take bold action--right stuff. Of course
leaders need to understand the dynamics of competition, to
anticipate rival moves, to draw on the power of statistical
analysis, and to be aware of common decision errors--all features
of left brain thinking. But to achieve the unprecedented in
real-world situations, much more is needed. Leaders also need the
right stuff. In business, they have to devise plans and inspire
followers for successful execution; in politics, they must mobilize
popular support for a chosen program; in the military, commanders
need to commit to a battle strategy and lead their troops; and in
start-ups, entrepreneurs must manage risk when success is
uncertain. In every case, success calls for action as well as
analysis, and for courage as well as calculation.
Always entertaining, often surprising, and immensely practical,
"Left Brain, Right Stuff" draws on a wealth of examples in order to
propose a new paradigm for decision making in synch with the way we
have to operate in the real world. Rosenzweig's smart and
perceptive analysis of research provides fresh, and often
surprising, insights on topics such as confidence and
overconfidence, the uses and limits of decision models, the
illusion of control, expert performance and deliberate practice,
competitive bidding and new venture management, and the true nature
of leadership.
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