By Pamela Walker Laird
Redefining the best way we view enterprise luck, Pamela Laird demolishes the preferred American self-made tale as she exposes the social dynamics that navigate a few humans towards chance and steer others away. Who will get invited into the networks of commercial chance? What does an unacceptable candidate lack? the answer's social capital--all these social resources that allure admire, generate self belief, evoke affection, and invite loyalty. In retelling good fortune tales from Benjamin Franklin to Andrew Carnegie to invoice Gates, Laird is going past character, upbringing, and social abilities to bare the severe universal key--access to circles that keep watch over and distribute chance and data. She explains how civil rights activism and feminism within the Nineteen Sixties and Seventies helped reveal that group of workers practices violated rules of equivalent chance. She evaluates what social privilege really contributes to company luck, and analyzes the stability among person characteristics--effort, innovation, talent--and social elements corresponding to race, gender, category, and connections. In contrasting how american citizens have prospered--or not--with how now we have stated prospering, Laird deals wealthy insights into how enterprise fairly operates and the place its workings healthy inside American tradition. From new views on entrepreneurial success to the position of affirmative motion and the operation of contemporary company group of workers structures, Pull indicates that enterprise is a profoundly social strategy, and that nobody can be triumphant on my own. (20060313)
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Additional info for Pull: Networking and Success Since Benjamin Franklin
Such a linkage requires that one perceive some commonality with the admired model. The function of the role model is to raise hopes and move the witness to action, and the degree of commonality sets the limits of those who might benefit. If the differences between the two parties are too great, the model might instead depress one’s hopes and ambitions by representing unattainable goals. Such models may also inspire unrealizable fantasies that distract their admir- Social Capital and the Mechanisms of Success • 17 ers from aiming for more realistic goals or from taking any action at all.
Gould shamelessly flattered Pratt’s vanity, practicing a talent for social artifice that helped him win alliances time and again—at least until his reputation for secrecy and self-serving precluded such practices among all but the most armored or adventurous. Gould continuously moved into and through other business relationships; one early joint venture ended in litigation—and gunfire! Starting on Wall Street as a lone outsider, in 1860 Gould found his entry into railroading through a former colleague.
Business seems to have flourished under cultural and ideological cover, obscured by personal affection as well as genuine belief in individual talentand character-based accomplishment. The word “protégé” identified beneficiaries of an influential person’s support, but it has no verb closer than “to protect,” and that appeared rarely in a positive sense. To “groom” and “prepare” were perhaps adequate, but vague; “patron,” “patronage,” and “patronize” carried too much the tone of charity and hierarchy to describe most such relationships to their participants’ tastes.
Pull: Networking and Success Since Benjamin Franklin by Pamela Walker Laird