Thinking in Time: The Uses of History for Decision-Makers 1st Edition

by Richard E. Neustadt (Author), Ernest R. May (Author)

28 customer reviews

ISBN-13: 978-0029227916

ISBN-10: 0029227917

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“A convincing case that careful analysis of the history, issues, individuals, and institutions can lead to better decisions—in business as well as in government” (BusinessWeek).

Two noted professors offer easily remembered rules for using history effectively in day-to-day management of governmental and corporate affairs to avoid costly blunders. “An illuminating guide to the use and abuse of history in affairs of state” (Arthur Schlesinger).

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Editorial Reviews

About the Author

Richard E. Neustadt is Douglas Dillon Professor of Government in the John F. Kennedy School of Government at Harvard University. For three decades an advisor to presidents, their aides, and to members of the cabinet, he is the author of Alliance Politics and the influential study, Presidential Power.

Paperback: 352 pages
Publisher: Free Press; 1 edition (January 25, 1988)
Language: English
ISBN-10: 0029227917
ISBN-13: 978-0029227916
Product Dimensions: 6 x 1 x 9.2 inches
Shipping Weight: 13.6 ounces (View shipping rates and policies)
Average Customer Review: 28 customer reviews
Amazon Best Sellers Rank: #37,071 in Books (See Top 100 in Books)
- #25 in Books > Textbooks > Social Sciences > Political Science > Public Affairs
- #37 in Books > Politics & Social Sciences > Politics & Government > Public Affairs & Policy > Public Affairs & Administration
- #82 in Books > Textbooks > Social Sciences > Political Science > Political History

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David C. Leaumont

4.5 stars - great primer for historical application in decision making

May 9, 2010

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This book was our second in a voluntary squadron book club led by our commander in hopes of developing us into effective leaders as we move through the ranks.

I would like to give this book 4.5 stars; however, am limited to 4 or 5.

The authors are both noted scholars and advisors. The late (2001) Richard Neustadt taught at Columbia where he wrote the very influential "Presidential Power." Prior to this, he served as advisor to Pres. Truman, and afterward, he advised Presidents Kennedy, Johnson and Clinton. The late (2009) Ernest May taught at Harvard for 55 years and authored many historical analyses of WWI and WWII.

This book does not serve as a history book, but as a book on how to use history. The premise of the book is that certain tools can be inserted into analytical processes to increase (even in small increments) the effectiveness or success of a decision. The authors propose several mini techniques to facilitate their purpose. These methods are the fruit of several years worth of classes taught by the authors at Harvard. The authors use their insight into events surrounding presidential decisions and crises and look at the use of history in their decisions. Firsthand accounts, biographies and official documents provide further views into the decision processes the authors consulted. Then the authors show where the decision makers could have used history more effectively to come to better conclusions. The Bay of Pigs, The Americanization of the Vietnam War, the Cambodian capture of SS Mayaguez, SALT II treaty, the Cuban Missile Crisis, and even the reparation of Social Security by Reagan. In these, little political bias shines through.

The authors differentiate between effective use and common use of history. They propose that the majority that uses history in decision making use it incorrectly. Problems arise in inappropriate analogies and a tendency to move too quickly to act. These must be overcome and replaced with the simple-to-use and easy to remember techniques.

The authors being Harvard professors may turn some off to this text; however, the verbiage is not pretentious or overly scholarly. The concepts of the book are proposed in a straight-forward manner and repeated with a patience that seemed to underscore the importance with which the authors see this topic.

Why subtract 1/2 star? At times, it seemed the authors belabored points. They repeated themselves often and their techniques become slightly convoluted in the last quarter of the book. Also, the authors placed the conclusion (summary) a chapter too early. After the conclusion, the authors wrote about the importance of thinking of time as a stream or continuum. This is a concept that is important but seems out of place with the rest of the text.

The concept that those who do not study history are doomed to repeat it. That includes looking at the methods used in reaching decisions, and this book serves well as a means of gathering insight into decision making history. This book is highly recommended to those in leadership positions.

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SAM

recommend this book

November 16, 2017

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I read this book when it was first published and have reread it a few times since. Although the instances used in the book are dated, the message is still relavent. Bought a copy form my college age grandaughter because I did not want to part with mine.

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Andrew Thompson

A template for decision making worthy of consideration.

July 2, 2018

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Historically rich accounts supporting some worthy ideas for contemplation. Not a recipe for making decisions in all realms. But something worthwhile of consideration.

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Leon Lam

Interesting perspective

January 21, 2017

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This book discusses various methods and frameworks for better use of history in the decision making process. Although the targeted group is officeholders, many of the tips are suitable for ordinary citizens. Making comparison with the past. finding similarities and differences and analyzing the source of information are three valuable skills thoroughly delivered in the book. Written in 1986, this work is a bit outdated in my opinion in terms of case studies. Some parts are abstract and takes time to understand.

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L. Atha

How to use history and analogies in staff work

November 22, 2007

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This is a great guide for a government staffer. If what you do is help a senior executive decision maker there are a number of cases and examples of how history can be used properly to aid decision making.
Neustadt and May taught a classic course at the Harvard University Kennedy School of Government and this is the text that resulted.

I find it extremely useful in my own work. Worth reading for anyone who helps a senior leader make decisions and take action.

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Robert Allen

Two Historians provide a great read !!!

February 5, 2015

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This is a great read with many thought provoking details and orientations. I highly recommend this read by two noted Historians !!!!

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Ramon Antonio

Five Stars

January 3, 2016

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A very useful account of real world samples of time critical decisions strategies. Worth a careful look.

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Four Stars

February 16, 2017

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Good Read

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