Breaking the Ice

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The Book of the Week is “Breaking the Ice, The Black Experience in Professional Hockey” by Cecil Harris, published in 2003. This wordy, redundant volume described the experiences of African Americans who have played ice hockey in North America beginning in the twentieth century. As is well known, Canada’s national sport is ice hockey.

The first African American player in the National Hockey League (NHL) was Willie O’Ree. Originally from New Brunswick, Canada, at twenty-two years old, he played one game in January 1958, was demoted to the “minors” but then returned to play in the 1960-61 season. Professional hockey saw no African American players again until the 1974-75 season, when Mike Marson made the big leagues.

In 1978, the World Hockey Association was competing with the NHL for talent. Tony McKegney, an African-American Canadian, signed a contract with the former, to play with a team in Birmingham, Alabama. When racist white fans found out, they said they would cancel their season tickets if McKegney played. The team owner felt pressured into breaching the contract with him. The player’s agent was a crook, too. That’s another story.

Some newspaper writer in Toronto reported that McKegney was okay with his canceled contract. But the lying writer had never even spoken with him. Anyway, fortunately, McKegney was later drafted by the NHL to play with the Buffalo Sabres.

One major measure of talent is total goals scored in a season. In the winter 1973 season, McKegney scored thirty-six goals and was still a young twenty-five. Yet he was traded a bunch of times, anyway– playing on six different teams (one of them twice) by the time he turned thirty-three. It is certainly debatable whether race was a factor in those circumstances. For the 1991-1992 season, he played hockey in Italy.

Grant Fuhr helped the Edmonton Oilers win the Stanley Cup four times in the second half of the 1980’s and in 1990. He wore a plastic face covering for protective equipment– not because he was afraid of harm from opposing teams and racist fans, although that’s a justified fear. He was a goalie, so no one could see his skin color.

In March 2003, a racial slur led the coach and general manager of the Sault Ste Marie Greyhounds (Ontario League) to resign in disgrace. One black player said in essence, that hatred is taught in families where insecurity abounds, and is a sign of weakness all around.

In the 2003-04 NHL season, there were roughly six hundred players, only seventeen of whom were African American. Canadian hockey players (of any ethnicity) who are professional-hopefuls, can be chosen to live with a host family near a hockey venue to do an internship of sorts, that pays their expenses.

In the early 1990’s, one of the first black NHL players who trained in this manner, at sixteen years old, was Jarome Iginla. He also got to go to New York City to play with NHL greats in a special program, and played in a major international competition in Salt Lake City in 2002.

Read the book to learn much more about racial issues in ice hockey, the crackdown on hate speech uttered by hockey insiders, the childishness of fans (such as the throwing of chicken bones and bananas at black players), and the bygone era of hockey-fighting as sideshow entertainment.

Fatal Subtraction

[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 “Fatal Subtraction, How Hollywood Really Does Business” by Pierce O’Donnell and Dennis McDougal, published in 1992.

“I asked myself whether this uncanny similarity and anticompetitive market was the result of coincidence or conspiracy. Thanks to my populist tendencies and a healthy distrust of powerful institutions, I opted for the sinister explanation.”

Politics? Big Tech? Medical, legal, music, sports or oil industry?

The above quote happens to refer (in various ways) to all of the major Hollywood movie studios, just after their most lucrative years. The skyrocketing size of the home video market in the 1980’s made movie studios richer and richer, what with cable TV, VCRs and global distribution. They retained the best entertainment law firms on an ongoing basis so that whenever any powerless parties who felt wronged, tried to hire those firms to bring legal actions against them, there were conflicts of interest.

In 1988, Art Buchwald and Alain Bernheim– respectively a seasoned humorous newspaper writer and lecturer who dabbled in the movie industry, and a producer– sued Paramount Pictures Corporation for thirteen causes of action; among them, breach of contract in connection with the movie Coming to America starring Eddie Murphy. They were fortunate in that they were able to hire a big firm and could afford to pay hundreds of thousands of dollars to hire topnotch attorneys to fight a years-long legal battle.

The crux of the dispute involved the boilerplate contracts almost everyone in Hollywood was compelled by their agents to sign, in order to get work. The studios engaged in cartelizing behavior, so the powerless creative personnel were at their mercy at contract-signing. Only a tiny percentage of powerful elite stars reaped a ton of money for all movies they did, regardless of financial success. The agents claimed they were getting great deals for their less powerful talent, but that was a lie. For, starting in the 1950’s, the contracts evolved pursuant to the studios’ shady accounting practices, in a way that cheated screenwriters especially.

By the dawn of the 1990’s, big-name actors were allowed to behave like prima donnas, basically enjoying excessive expense accounts and reaping outrageously generous compensation from gross movie revenues. The movie idea originators and writers received net profit participation– i.e., the crumbs after all expenses had been deducted. The studios’ definition of “profit” was topsy turvy so when it came time to pay lowly workers, they claimed their movies were losing money!

O’Donnell and his legal team argued that certain provisions in Buchwald’s and Bernheim’s contracts were unconscionable, and therefore legally unenforceable. On principle, the studios’ oligopoly was economically bad not just for his clients, but for society (See this blog’s post “Wikinomics / Courting Justice”).

Read the book to learn every last detail of the case.

L.A. Justice – BONUS POST

The Bonus Book of the Week is “L.A. Justice, Lessons from the Firestorm” by Robert Vernon, published in 1993.

In 1954, the author joined the Los Angeles Police Department (LAPD). Through the decades of his career, he watched the LAPD become corrupted by the worst aspects of human nature. By the early 1990’s, the department had scrapped the civil service system in favor of using patronage in awarding promotions. This necessitated pleasing local politicians. Always a bad idea.

So at the tail end of April 1992, when the verdict was announced in the Rodney King legal case, law enforcement was unprepared for the rioting that broke out in South-Central Los Angeles.

The author, lately named assistant chief of police of Los Angeles, bragged about helping start a community program in 1990– successful at the book’s writing. It was called “Operation Cul-de-Sac” and involved transforming a high-crime neighborhood into a gated community. It was implemented in about seven hundred households in South Central Los Angeles. The author wrote, “… changing behavior must begin by influencing a belief system.”

The program must have done so, as it created support networks of families and friends, significantly reduced crime, and significantly increased school attendance.

Unfortunately, despite its success, the program was not to last much longer. The reason? It was funded by the LAPD– not special-interest political groups in the community. So local politicians were left out of the loop– unable to hand out patronage jobs.

Read the book to learn of all kinds of other frustrations suffered by the author in his experiences with the LAPD.

King of the Club

The Book of the Week is “King of the Club” by Charles Gasparino, published in 2007.

The subject of this book “… was suffering from the downside of loyalty; he spent so much time surrounding himself with people he could trust that he forgot he also needed smart people who could get a job done in times of crisis, and he was now facing… the greatest crisis of his career.”

Sounds familiar. It was actually “Richard Grasso and the Survival of the New York Stock Exchange.” When he was fifteen years old, Grasso began trading stocks in an account held in his mother’s name, getting stock tips from his drug-store-owner-employer.

The author was rather vague about Grasso’s two years of military service which allegedly began in the mid 1960’s, spent: “…in Fort Meade, Maryland, though he did make periodic trips to Vietnam.” Apparently, Grasso’s eyesight was good enough to get him drafted by the U.S. Army, but not good enough to get him hired by the New York City Police Department, his first-choice employer after the military.

Grasso therefore began work as a back-office Wall-Street clerk at the New York Stock Exchange (NYSE) in early 1968. The author failed to mention whether Grasso was told to put his stocks in a blind trust, or whether his new employer had a “don’t ask, don’t tell” policy.

Grasso meteorically moved up through the ranks. He was innovative in executing new marketing initiatives for the exchange. He also poached companies that were listed on either the American Stock Exchange or the NASDAQ– that provided fierce competition to the NYSE. All three were stock markets of corporate entities that wanted to sell their shares far and wide. But the companies could be listed in only one place. Grasso convinced them that the NYSE was the best place to list.

By 1980, Grasso controlled NYSE listings, its trading floor and almost all its trading operations. In the mid-1980’s, the chair of NASDAQ, Bernie Madoff, claimed his market’s trading was more fair for investors because it executed trades electronically, thus multiple players were interacting continuously while setting impartial prices. The argument went that electronic trading made the market more “efficient”– as no buyers or sellers had significantly better pricing information than others on which to trade, theoretically.

In 1990, Grasso stepped up to the second-most powerful position at the NYSE. He was in charge of the exchange listees and, at the same time, in charge of regulating them. He did the legwork of bringing new business to the exchange. His boss, the chairman, did the public relations work of delivering speeches globally and persuading the federal government to keep conditions favorable for the exchange.

Several of the NYSE’s board of directors were Wall Street executives who passively continued to keep the status quo– lavishly rewarding Grasso monetarily for his undivided attention to lavishly lining their pockets year after year when times were good.

There was honor among thieves, as Grasso’s henchmen turned a blind eye to the various forms of illegal activity that allowed them to make obscene amounts of money on the trading floor. Until there wasn’t honor among thieves– as conditions changed.

From a not-for-profit-organization-legal-standpoint, most of the parties and individuals involved were engaging in various highly unethical activities, at best; conflicts of interest abounded as participants in the exchange network cooperated in a way that maximized profits for everyone until, as usual, some individuals got too greedy.

Being head of the New York Stock Exchange is not unlike leading the U.S. government. The marriage of politics and commerce is always fraught with conflicts of interest. Some are avoidable. It’s a shame that politics in particular tends to attract dishonest attention whores with hubris syndrome whose ethics are in the basement. Of course, they usually use the “everybody does it” excuse and change the subject if they can.

But there ought to be equal justice under the law for any of the accused– after an investigation of where the evidence leads— with NO jumping to conclusions, assumptions or biases prior to a thorough review of all evidence, if any. Along these lines, one would do well to ignore the superlative-laden, repetitive, sensationalist drivel emanating from the teleprompter box, um, er– idiot box.

Anyway, starting in the late 1990’s, unbridled greed led to a bunch of scandals. There was Long Term Capital Management, Enron, WorldCom, the dot-com crash, various major SEC violations committed by big-name brokerages; not to mention 9/11’s impact on the financial markets. All on Grasso’s watch. Yet, his pay kept soaring, anyway. It wasn’t pay-for-performance anymore.

Finally, Grasso got the same treatment, figuratively speaking, as other major historical figures. One week he was flying high and the next, kicked to the curb. Grasso was suffering from a bad case of hubris syndrome. In early September 2003, herd mentality / groupthink seized the board; jealousy (possibly subconscious) of his pay package reached critical mass.

Read the book to learn of the usual occurrences in such a situation (investigation, litigation, political machination and myth propagation) that led to the changing of more things, and more of same.