BOOK REVIEW: I Participated in Wallenberg’s Rescue Operation by Paul Marer

I Participated in Wallenberg's Rescue OperationsI Participated in Wallenberg’s Rescue Operations by Paul Marer
My rating: 5 of 5 stars

Inquiries about purchasing the book can be made here.

 

In 1944, the Nazis were working to eradicate the European Jews. Among the last major Jewish populations accessible to Hitler that had yet to be shipped to the death camps were those from Budapest. Among the most effective forces arrayed against the Nazis and the Arrow Cross Militia (the Hungarian fascists) in the days before the Red Army arrived were neutral nation diplomats who issued protective documentation, offering at least a thin shield of legal protection that saved thousands of lives.

Perhaps the most intriguing story of such diplomats is that of the Swedish envoy, Raoul Wallenberg – not because his operation was bigger or riskier than those of the others, but because his story didn’t end with the war. Wallenberg was captured by the Soviets at the end of the Siege of Budapest for reasons that remain speculative, and he died in a Soviet prison. This book draws on the experience of Marianne Bach, a young member of Wallenberg’s team. Given the loss of Wallenberg, and the fact that the other members of his operation are now deceased, Bach’s story is an important last chance to learn more detail about what happened in Budapest during those dark days.

The book is chronologically arranged. The first two and the last three chapters discuss Marianne Bach’s life before and after, respectively, her days working as part of Wallenberg’s team. A reader might dismiss such chapters as humdrum, if necessary, background information, and starkly contrast them with the more high-octane, life-and-death, fascist-fighting core of the book. However, Marer fixes his sights on an intriguing focal point throughout these chapters, identity (and crises, thereof.) Both before and after the war, Bach was challenged by questions of identity – religious, cultural, and national identity. Living abroad, she was a foreigner, but at “home” in Hungary there’d been a great effort to eliminate her people. It was smart to focus on events and questions at the crux of identity. It makes these chapters engaging to a degree that a broad biographical sketch would be hard-pressed to achieve.

The core of the book (ch. 3 – 8) doesn’t just tell Bach’s story – in fact, it doesn’t just tell the Wallenberg story, it delves into the broader question of the fate of the Budapest Jews and all those who intervened to save whomever they could. This isn’t to say that the closeup story is absent. Readers get a detailed view of the operations that Bach was involved in and an overview of the Wallenberg story – including discussion of his fate as a secret Soviet prisoner. It’s just that those closeup stories are embedded within a broader context that includes activities like Carl Lutz’s Glass House operation, Hitler’s order to take over of Hungary before it could defect from the Axis, and the Danube executions by Arrow Cross Militiamen that followed that takeover.

This book provides a gripping examination of a disturbing time, and I’d highly recommend it.

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BOOK REVIEW: Missing Link Discovered by P. Marer, Z. Buzady, and Z. Vecsey

Missing Link Discovered: Planting Csikszentmihalyi's Flow Theory into Management and Leadership Practice by using FLIGBY, the official Flow-Leadership GameMissing Link Discovered: Planting Csikszentmihalyi’s Flow Theory into Management and Leadership Practice by using FLIGBY, the official Flow-Leadership Game by Paul Marer
My rating: 4 of 5 stars

Amazon page

 

So, you’re a leader and you’ve experienced Flow. Self-criticism vanished. Time fell away. The task was challenging, but the performance felt effortless. Your attention was rapt, and any craving for distractions disappeared. Maybe you even had a spate of creativity. You come away feeling great. Clarity reigns. Maybe you found Flow at work, but maybe it was skiing, golfing, or composing haiku. Either way, after thinking about how to repeat the feat, your next thought is, “What could my business [or organization] achieve if my people were in this state of mind for even a fraction of each day?” Increased productivity? Decreased healthcare costs and / or disruptions from sick days? Maybe, you’d see fewer complaints between stressed co-workers, or coming from customers? Regardless, you know that Flow is elusive and fickle. It may seem that the harder you seek it, the less success you have. You pick up a couple of books on finding Flow—maybe you watch some TedTalks on YouTube–and they provide helpful tips for finding the state for yourself, but most don’t have much to say on facilitating Flow for others.

 

That’s where FLIGBY comes in, and “Missing Link Discovered” is a companion to FLIGBY. [Note- “FLIGBY” is short for “FLow is Good Business for You,” which ties it into the work of positive psychologist Mihaly Csikszentmihalyi who both coined the term “Flow” and wrote a book entitled “Good Business” about both achieving Flow in the workplace and how some businesses succeed in the simultaneous pursuit of profit and virtue. Csikszentmihalyi was actively involved in the development of the FLIGBY game. The “missing link” referenced in the title is between leadership and Flow.] FLIGBY is an educational video game in which the player assumes the role of General Manager (GM) of a winery. The last GM was a hard-driving pursuer of profit who left the winery’s mission and values in a muddle and its employees stressed out and at each other’s throats. The player makes about 150 decisions over the course of the 23 scenes that map to a timeline of one’s first half a year as GM. While the player still has to consider the usual business objectives–such as profitability–to succeed one also has to help one’s employees find Flow. The game is used by both by professors of business education courses (e.g. in MBA programs) and by corporate trainers.

 

As this is a review of the book and not the FLIGBY game, I won’t talk too much more about it beyond this paragraph. However, I did have an opportunity to play the game and found it to be both educational and engrossing. The scenes are live-action, and the cast did a great job of creating the emotional tension necessary to make one feel a stake in the decisions. There’s a narrative arc that unfolds over the course of the game, and so it appeals to the way our brains best take in information. Of course, the game also pays attention to those factors that facilitate Flow, such as offering immediate feedback and an increasing challenge such that the difficulty rises with one’s skill.

 

I’ll now clarify what I mean by the book being “a companion” to the FLIGBY game. It’s not a game manual. [i.e. The nuts and bolts of how to navigate the game as well as general background information are provided within the game itself as well as through a series of digital appendices—a list of which is included in the book.] Rather, “Missing Link Discovered” is intended to bring readers up to speed in three areas relevant to the FLIGBY game. These areas are delineated by the book’s three parts. Part I (Ch. 1 – 3) introduces Flow and explains how its pursuit fits into the larger scheme of leadership responsibilities. It begins with an introduction to Flow and Csikszentmihalyi’s research, then links Flow and leadership, and—finally–describes the set of leadership skills used in the game.

 

The second part (Ch. 4 – 8) introduces the game, situates it in the context of serious games (those for which entertainment is a secondary concern), and discusses the topic of feedback in great detail (Note: feedback is a crucial issue because delayed or inadequate feedback is one of the major reasons that people have trouble achieving Flow–particularly in a workplace setting.) The last chapter in this section is a collection of captioned photos that charts the development of the game from the first meeting with Professor Csikszentmihalyi to the game’s use for both instruction and research.

 

While the first two parts of the book are relevant to all players, the last part is aimed at Professors, corporate trainers, and researchers. It consists of two chapters. Chapter 9 discusses such issues as where in an individual’s education or training the game should be situated, and how it should be presented. The last chapter (Ch. 10) is a bit different in that it opens up a discussion about the research potential offered by FLIGBY. Given the game’s widespread use in both academia and the corporate world, a great deal of data is collected that can be used anonymously by researchers to study interesting research questions (e.g. how players in differing demographics or job positions make decisions.)

 

The book offers a number of ancillary features that increase its usability and clarity. The first of these features are two single-page summaries that introduce readers to Flow and FLIGBY, respectively. Besides the aforementioned photo chapter, the book has many diagrams and other graphics to clarify concepts addressed in the text. The book is footnoted throughout, and provides a glossary of key terms. It should also be noted that there is an introduction by Professor Csikszentmihalyi in which he describes his involvement in the project and presents his thoughts on the value of FLIGBY.

 

I recommend this book, particularly for those who will be playing FLIGBY or who are in the process of determining whether FLIGBY is right for one’s students or employees. From corporate programs in mindfulness to interest in Flow-based leadership, all signs point to a workplace revolution in which there is a long overdue convergence of incentives and objectives between employees and employers. It’s been a long road from Henry Ford’s plan to make sure all employees could afford the cars the company made to the explosion of Google’s “Search Inside Yourself” program and others like it, but this revolution is picking up steam and if you’re unaware, you might want to look into it.

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