Dr. Folkman’s War

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The Book of the Week is “Dr. Folkman’s War, Angiogenesis and the Struggle to Defeat Cancer” by Robert Cooke, published in 2001.

In the 1970’s, Judah Folkman was a competent surgeon and a very popular professor at Harvard Medical School, but his first love was medical research. He hypothesized about why and how a tumor grows. He inferred that blood vessels grow toward a tumor, but was unable to provide proof for a very long time. He was ostracized for having this radical idea, so he had difficulty attracting enthusiastic graduate students to assist him, and with getting funding for his research.

Traditionally, university medical studies in laboratories had been funded by government grants. Profiteering from patents and medical products resulting from research was considered sleazy in scientific circles. In 1974, Harvard broke the taboo and partnered with the large, profit-making organization called Monsanto.

Even after receiving generous funding, Dr. Folkman worked around the clock simply because making new medical discoveries requires months or years of blood, sweat and tears. The materials required to do experiments can be expensive, messy, odorous and pose unanticipated problems. For a while, Folkman’s lab was working with vast quantities of cow and shark meat (and other obscure, problematic materials) because the animals’ cartilage contains no blood vessels.

Even after the doctor’s studies yielded exciting breakthroughs, media articles influenced the medical community and the public in ways that were harmful to Folkman’s research operations. There were even accusations of fraud against him. It turned out that in his team’s haste to treat cancer patients, many errors were made. Time was of the essence, and procedures for organized data collection were lacking. Folkman wasn’t deliberately trying to deceive anyone.

Folkman was a rare bird in that he was quite altruistic with his time and talents. His patience and persistence allowed him to ignore his detractors and the naysayers (most of whom were jealous). He eventually acquired an area of expertise that not only spawned a new way of thinking about cancer treatment, but also led to treatments for other medical conditions, and whole new industries, including biotech. He also helped shatter a myth in cancer treatment. But this additional idea of Folkman’s still might not be fully accepted in oncology circles (due to GREED), even two decades after the writing of this book.

This is what he learned: The approach to cancer-drug delivery to a tumor of:

“low [dosage] and slow [buildup over the long-term]” was shown to be superior to

“might makes right” and come in with guns blazing; in the past, it was hoped that immediate, large doses would eliminate the tumor before metastasis, and before the patient died from the deaths of too many healthy cells that were also killed in the process.

In other words: The patient’s treatment should begin with a low drug dosage, and if that proves ineffective, increase the dosage gradually until it is effective. Folkman’s experiences with patients showed that that was the successful way to go, and he even saw a few miraculous cures.

Read the book to learn many more details on Folkman’s trials and tribulations and the reasons for them, and what transpired when he finally found vindication.

Misfire

[Please note: The word “Featured” on the left side above was NOT inserted by this blogger, but apparently was inserted by WordPress, and it cannot be removed. NO post in this blog is sponsored.]

The Book of the Week is “Misfire, Inside the Downfall of the NRA” by Tim Mak, published in 2021. This volume told the all-too-frequent story of alpha-male executives with hubris syndrome, who use their employer as their personal piggy bank, and bankrupt them. That of the National Rifle Association (NRA) was just the latest in a series of such scandals in recent decades.

As it began to go belly up, the NRA had 76 people on its board of directors, a few of whom were celebrities. They received no salary, but took ridiculous advantage of their expense accounts, and at the same time, and, in an obvious conflict, some were tasked with overseeing the NRA’s finances.

A power vacuum that started in the late 1980’s allowed Wayne LaPierre to assume the most powerful executive position in the organization by 1991. His colleagues– the NRA’s officers, and executives of its outside communications agency — manipulated him in order to form a cult of personality around him. This way, they, too, could partake of all the first-class travel, shopping and host of other aspects of a luxury lifestyle through their outsized salaries and expense accounts.

After the Sandy Hook elementary-school shooting in December 2012, the NRA became even more sociopathic, throwing up distractions in its messaging. It was already aggressively– as it had been since 1977– defeating every bit of firearms-restriction-legislation it possibly could using not only its money, but also its ability to influence politicians and voters through its network of priceless, powerful contacts; even to its own financial and reputational detriment. It argued that politicians should seek to improve America’s mental health system, and that everyone in the country had a right to own a firearm for the purpose of self-defense!

Countless, cowardly politicians have caved under pressure to the NRA’s demands; they voted against even weak proposed laws that would restrict gun acquisitions and gun usage, that would hardly have made a dent in sales of firearms, because they wanted to get reelected. As is well known, the NRA was a monster-sized lobbyist and political donor. It had a mean-spirited cancel-culture: publicly shaming its ex-employees on social media if they criticized it, even years after their employ.

Beginning in April 2019, a decades-long power struggle resulted in an orgy of litigation between and among the NRA, its communications agency, and its law firm, whose main go-to executive had become besties with LaPierre. That executive, too, was availing himself of the benefits derived from financial crimes of excess typical of these kinds of organizations.

Read the book to learn all about it. Wayne LaPierre has been just one (of those countless who are actually caught!) of a few poster boys whose financial crimes borne of excessive greed have been exposed, but sooo few organization leaders such as he, are punished for their misdeeds. Here are a few others, who were actually punished (and the year in which they went to jail):

2005, Dennis Kozlowski

2005, Bernie Ebbers

2006, Jack Abramoff

2007, Richard Scrushy

2012, Bernie Madoff

And here is the song they sing when caught:

I TOOK IT EASY

sung to the tune of “Take It Easy” with apologies to the Eagles.

Well, I got out on BAIL.
You can’t put me in JAIL.
I got SEVen sins on my mind.
Whistleblowers betrayed me.
Prosecutors flayed me.
My lawyers are close friends of mine.

I took it easy.
I took it easy.

Don’t believe the evil liars who say I’m guil-ty.

I live it up while I still can.
I hid my assets. Then it hit the fan.
I found a place to make my millions.
I took it easy.

Well I’m STILL your leading male.
I’m just too great to fail.
My claques, flacks and sycophants all aGREE.
I DID nothing wrong.
I’ll delay this CASE so long you’ll give up on punishing me.

Come on, payyy me,
my bonus and sa-alary.
I have no doubt that friends in high places are gonna SAVE me.

TaxPAYERS lose. I win.
You’ll never catch ME again.
So eat your heart out. Look at ME grin.
I took it easy.

Well, I got out on BAIL.
You can’t put me in JAIL.
I got NO remorse on my mind.
No matter how much you hover,
you’ll NEVER recover, all the money you say is not mine.

I took it easy.
I took it easy.
Don’t believe the evil liars who say I’m guil-ty.
Come on, payyy me,
my bonus and sa-alary.
I have no doubt that friends in high places are gonna SAVE me.

Oh, I got it easy.
YOU’RE the one who’s slea-eazy…

Steinbrenner

[Please note: The word “Featured” on the left side above was NOT inserted by this blogger, but apparently was inserted by WordPress, and it cannot be removed. NO post in this blog is sponsored.]

The Book of the Week is “Steinbrenner, The Last Lion of Baseball” by Bill Madden, published in 2010.

George Steinbrenner was born in July 1930 in Ohio. At fourteen years old, he was sent by his father to military school. He was groomed to inherit his father’s Great Lakes shipping company.

In late 1972, he got investors together to buy the New York Yankees baseball team from the media network CBS. His financial interest was the largest, however, so he was the face of the team. After the 1974 baseball season, he was indicted for committing felonies by making illegal, individual and corporate political contributions to the former late president Nixon’s reelection campaign. He never spent a day in jail, but was fined. The then-commissioner of Major League Baseball (MLB) Bowie Kuhn was out to get him for other reasons, though.

Nevertheless, in 1977, after just five years of ownership, Steinbrenner’s Yankees won the World Series, “… in spite of clubhouse dissension, a crazy manager [Billy Martin] and an even crazier owner.” This was due to overwhelming hitting talent. That is the most crucial skill required for a winning baseball team. The reason is– there is limited opportunity to score, unlike with all other major professional American sports (football, basketball, hockey and soccer). In baseball, a team must get its players on the bases and run around those bases in order to win the game. In all the other games, when there is a turnover, any player from the team on defense, can score on the spot.

Aspects of Steinbrenner’s character rubbed people the wrong way. His frequent dishonesty, temper tantrums, impulsive decision-making, micro-management, and excessive spending to recruit players for the Yankees caused emotional burnout and sky-high turnover among his employees. Even so, starting in 1976, there was a major change in the legal rights of Major League players– called free agency– that prompted the average player’s 1975 salary of $44,676 to rise by 1980 to $143,756. Steinbrenner was willing to pay top dollar for the players perceived to be the absolute best prospects for his Yankees, and also for his top executive team.

In 2004, the Yankees’ payroll was $185 million. Beginning in 2005, Joe Torre became the then-highest paid MLB manager, with a $19.2 million, 3-year contract. The following year, Brian Cashman became the then-highest paid general manager with a $4.4 million, 3-year contract.

Read the book to learn much more about Steinbrenner’s career as a professional baseball-team owner, and the constantly changing cast of characters who helped him navigate the Yankees’ ups and downs.

The Most Dangerous Man In Detroit

The Book of the Week is “The Most Dangerous Man in Detroit, Walter Reuther and the Fate of American Labor” by Nelson Lichtenstein, published in 1995.

Born in September 1907 in West Virginia, Walter Reuther was of German ancestry, raised Lutheran. He quit high school to learn the tool and die trade. In February 1927, he and a friend moved to Detroit for better pay and hours. He eventually made his way to Ford Motor Company, where he quickly rose through the ranks before the Great Depression hit America.

In the early 1930’s, Ford opened a plant to manufacture its Model “A” in the Soviet Union. Americans who believed in socialism were aware that the Stalin-led Soviet government ruled via one party– the Communist, and was perpetrating human rights abuses. But they liked certain economic aspects of its experimental “Five Year Plan.”

Beginning in early 1933, Walter and his brother Victor bicycled a distance of approximately twelve thousand kilometers during the nine months they were meeting with their European political contacts in various countries. In spring 1933, they were already seeing Fascist oppression in major German cities. In late 1933, they began working in a few Soviet industrial complexes to see labor and political conditions for themselves.

By the late 1930’s, the famine caused by Stalin’s disastrous agricultural-reform program prompted peasant-farmers to go to work in the factories that made steel, cars and tractors. In mid-1934, since they were foreigners and skilled middle-managers (training workers in tool and die making), Walter and Victor were permitted to travel between Stalingrad and Moscow to visit construction projects, collective farms and tractor factories. They were chaperoned by Party bureaucrats. They got special treatment, so perhaps they did not see the abuses suffered by unskilled workers. Their experiences led them to believe that the Soviet system was far less of a police-state than Germany’s.

Walter and Victor wanted to believe so badly in a Soviet workers’ paradise that they rationalized away the serious problems (such as impossible-to-meet production quotas, and reports of fancifully high numbers of vehicles manufactured). In 1934, on supervised tours, the brothers also took a look at labor conditions in China and Japan. October 1935 saw them return to the United States.

On May Day of 1936, in major cities across America, various political groups were speaking in the public square with the goal of unionizing workers; some of them– the Socialists, Proletarian and Communist parties– united to form a Popular Front (the joke in Spain was, “the girl with the Popular Front”).

By the mid-1930’s, the auto industry (which included carmakers, parts suppliers, tool and die makers, etc.) consisted of about a half million union members, thirty thousand of whom were in the United Auto Workers (UAW), a national union. In autumn 1936, Walter became a member of that union’s executive board. He planned and got employees to execute work-stoppages and sit-down strikes in order to get the big automakers like GM, Ford, Chrysler and Dodge to grant collective bargaining rights exclusively to the UAW. Other workplaces such as U.S. Steel were inspired to take such actions, too.

Ford was particularly hostile in its anti-union activities, as it had an in-house security department that spied on workers, fired some, and used violence against photographers. GM took measures to protect against productivity losses by rotating its parts suppliers and building new plants in different locations.

In the late 1930’s, Walter launched propaganda campaigns with the distribution of leaflets, and ran pro-union candidates in local political elections in Midwestern cities. In October 1945, he knew that his UAW workers couldn’t win their strike on just solidarity and militancy. He needed support from other ordinary Americans and the federal government. In January 1946, union workers in a bunch of other industries struck, too; electrical, meatpacking, steel milling, and iron mining.

By the late 1940’s, the power of the unions and corruption in government skyrocketed, so that organized crime used bribery, patronage-contracts and and physical violence in order to rule the “… construction industry, short haul trucking, East Coast longshoring , and the bakery and restaurant trades.”

It is a little-publicized datum that in 1962, president Kennedy granted a cut to all taxpayers that favored corporate America, which also got tax breaks. The rich got richer. That same year, members of the UAW executive board included 21 Caucasians, and one African American, whom they knew wouldn’t buck the status quo.

By then, Walter, a liberal, realized he had been incorrect in thinking that the American labor movement would eliminate discrimination in the workplace when the unions and the economy were strong. But he was still stubborn in insisting on an all-or-nothing egalitarianism. Others of his political ilk, such as Eleanor Roosevelt, Hubert Humphrey and Adlai Stevenson were willing to compromise with the Dixiecrats (Southern Democrats who opposed civil-rights legislation) to make a little progress rather than none. The following year, Walter had become more flexible, as he was friendly with JFK and his brother.

In July 1967, the race riots in Detroit resulted in the deaths of 43 people and $250 million in property damage. The mayor, and the governor of Michigan assigned a 39-member panel of leaders and influencers in the community to suggest solutions for quelling hostilities. Various actions were taken; among the major ones:

  • throwing money at low-cost housing;
  • hiring of black workers at Ford and GM; and
  • throwing money at black community groups

but nothing seemed to help. The automakers moved their plants from Detroit to Troy and Dearborn.

Read the book to learn a wealth of additional information on Walter’s trials, tribulations, triumphs, and disputes with the AFL and CIO (unions competing against, and with different views from, the UAW); the growing-pains of the labor movement– how it was affected by: the WWII years (hint– the government ordered it to make war weaponry), political elections, regulation of pricing / wages / production in the steel industry, the Civil Rights movement, the Vietnam War; how and why different automakers’ compensation structures changed, and much more. See this blog’s post “See You In Court” for more information on the pros and cons of unions in America.