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21 of 24 people found the following review helpful:
4.0 out of 5 stars
Still Readable, February 6, 2001
By A Customer
"It's still burning" was the phrase repeated as the light bulb stayed lit longer and longer. The same phrase was used by Edison's son to keep the death-vigil crowds informed as the great man lay dying, as relayed by this author. Unlike the Edison method of great volumes of empirical data patiently sifted down in huge experiments, the author deftly moves in and out of topics in a refreshingly constrained manner, which he really has to do to keep his book medium-length and still cover a lot. The middle to the end of the book explores some very important themes, where there are irreconcilable problems with some of Edison's later inventions and the marketability of the resulting products. Like the ore-smashing enterprise in New Jersey, which worked, but not at a market profit. Same thing with the goldenrod-into-rubber operation in Florida. These then become background for some surprisingly sensitive observations on Edison, made by his friends John Burroughs and Henry Ford. Ford is too sentimental to shut down the funding of the hopeless goldenrod operation; and Burroughs gently points out how Edison in his later years at least, contradicted his personal core-beliefs about sleeping and eating food (He sleeps till 10 am, "bolts half a pie," dumps tons of sugar in his coffee, then lectures on how Americans should eat less and sleep less). The disconnect which also developed between Edison and his children is developed against the backdrop of Edison's inability to relate to the scale and demands of the electric power industry which he helped create. At his core, as the author shows, Edison's ability to do things was not necessarily transferable to others, including his children. The first batch of kids went kind of bad, and the group from marriage #2 turned out better because wife #2 was more strict and traditional than Edison. Harvard Business Review recently had an article on great leaders, and pointed out that for every narcissistic leader, you need about 100 obsessive-compulsives scurrying around to make things really work. Each type needs the other to get anything done. This seems to have been the case with Edison, who in addition to being headstrong and creative, had the essential gifts described by Henry Ford as necessary to get anything done: also have "the soul of an Irish construction foreman and a Jewish broker." Or something like that.
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