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Seer stones. A hat. Mormonism. Do you know how the seer stones and a hat produced the Book of Mormon? I didn't until a few months ago. Before this, I.
Table of contents
Hofmann was in effect blackmailing his church. The similarity is rubbed in by their subtitles as well as by the use of some of the same photographs. Among the more entertaining aspects of the story is the ease with which Mr. Hofmann's documents passed the scrutiny of most of the experts who studied them, both within and outside his church.
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That proved true, too, of his greatest ''find,'' which had nothing to do with Mormonism. In , this prodigy came up with ''The Oath of a Freeman,'' the first printed document in the British Colonies.
The price proved too high for the library, but its experts, as well as others with big reputations, attested to its authenticity. Experts at the Federal Bureau of Investigation gave their imprimatur to another of Mr. Hofmann's made-up documents. Lindsey brings an accomplished crime reporter's skills to the scene-by-scene account of how a few conscientious local lawmen, using solid investigative procedures and some ingenuity, proved the experts, who included the pre-eminent document dealers in New York, all wrong.
Introduction
If Mr. Hofmann had been as smart a money manager as a con man, or just less greedy, his scam might never have come apart. His success as a forger enabled him to obtain advance payments on promised documents that he then had difficulty in supplying, even by his own inventive means. Mark Hofmann, who could pass a lie detector test without difficulty and face up to irate creditors without blinking and who evidenced no particular remorse for anything, remains an enigma. Whether he was out to destroy the Mormon Church or to create history anew or just to make some money, his story, unlike any of his documents, is an authentic piece of Americana.
View on timesmachine. TimesMachine is an exclusive benefit for home delivery and digital subscribers. Self-justification is referred to as being "in the box," a somewhat unfortunate choice of phrase owing to several alternate meanings. It would have been better to use Jimi Hendrix's term, "a room full of mirrors," which better captures the fact that the box is focused on the self, and that the outside world has been caricatured into cartoons.
The discussion emphasizes that Tom bears personal responsibility to do his best no matter what the circumstances. Tom often blames his boss or his wife for preventing him from succeeding. But the perspective taught to Tom is that this blame game is actually hiding his own responsibility and his failures to act. Tom is using blame of others as an excuse for not doing his best.
Tom raises various objections to these insights, which are readily demolished. And appropriately the book emphasizes that perfection is not a target.
Influential 'Anti-Mormon Liar' Debunks
Perfection is a trap for a relatively subtle reason. The book would have us appreciate others as they really are. In doing so, the biggest obstacle is the convenient belief, believing something not because it is true, but because it makes us feel good. This doesn't make such beliefs false, but we should be leery of them. At this point it is worth asking, which the book just assumes, whether people who have removed the blinders of convenient beliefs and self-justification, and who see people as they really are, actually make better managers.
Unfortunately, with this question we slam into research that strongly suggests that depressed people have a more accurate view of the world than the rest of us. Indeed, seeing the world the way it really is may be a recipe for depression. Thus, while this question is not settled, seeing the world clearly may not be the business boon assumed in the book.
For a really nice summary with references, see this site. The book contains few actionable insights. Indeed, it says it is about thinking differently, not necessarily behaving differently. Behavior may change as you think differently, but need not. The emphasis on thinking differently, with no implications for behavior, is frustrating and glib. It is a lot easier to fire the underperforming operator of workstation 6 than Bill, whose son has cystic fibrosis. It may be true that when you fire 6, you have fired Bill, but it is a lot easier to fire 6. At the same time, there are actionable behaviors that flow from the book's central insight which are not developed.
It is not just about thinking.
A simple example: it is best to be honest with your employees even when this isn't in the company's short-term interest. Sometimes honesty doesn't seem to be in the company's interest. Let me give an example. Bill operates a lathe at the company's Seattle plant. The company decides that it will shut down this plant and outsource production nine months hence. Should the company give Bill advance warning? If it does, Bill will start looking for another job immediately and may leave months before the plant closes. Were Bill an object, we'd keep him until the plant closed and then sell him for scrap.
But Bill is a person, and by keeping his layoff secret, we harm him considerably, because he doesn't get the luxury of looking for appropriate work. Seeing employees as people rather than objects has actionable implications. Beyond honesty, a second implication is that people's choices reveal a lot about them, especially their motivations and goals. This is useful information in dealing with people, especially people who may not understand their own motivations well. To pretend the self-deception insight is only about thinking differently and not about behaving differently in response isn't plausible.
To give a third implication, in my experience executives often misjudge their rivals, and rarely think of them as people like themselves. Most often the mistake is to expect to out-think equally capable rivals.
Account Options
Thinking of your rivals as people similar to yourself is often crucially helpful in formulating strategy. Any prescription worth following probably is applicable to home and office, except you probably shouldn't go barefoot to work, even if shoeless is fine at home. In both home and office settings, appreciating others as people and taking personal responsibility are appropriate recommendations. The book has a second major insight beyond the trap of self-justification: two people in this mode interact in an addictive and destructive way.
The boss with an incompetent employee finds herself closely monitoring the employee and micromanaging him, while the employee finds care and initiative aren't rewarded. In this way the employee feeds the manager by behaving incompetently, thus justifying the manager's choice to second-guess every action and micromanage the employee, and conversely, the manager's behavior reinforces the employee's view that effort is not rewarded. This is pretty similar to what pop psychologists call co-dependence.
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