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“A terrific book…a practical, hands-on guide for managers
and organizations interested in making bold changes.”
— DAN PINK, author of A Whole New Mind and Drive
Getting
Change
Right H OW LE AD E R S TR AN S FO R M
O R G A N I Z AT I O N S F R O M
THE INSIDE OUT
SETH KAHAN
More Praise for Getting Change Right
‘‘In this terrific book, Seth Kahan shows that to foster true employee
engagement, conversations and human interactions are a lot more
valuable than fat budgets and formal authority. Getting Change Right is
a practical, hands-on guide for managers and organizations interested
in making bold changes.’’
—Daniel H. Pink, author, A Whole New Mind and Drive
‘‘Trying to drive change within an organization can be a frustrating
experience. Human beings are wired for repetition and so find comfort
in the status quo. But change is mandatory—in order to compete we
must create—and in order to create we must lead the change. Seth
Kahan lays out the principles of ‘getting change right’ and provides
practical advice and insight with relevant examples. This book couldn’t
be more timely!’’
—David Kord Murray, author, Borrowing Brilliance
‘‘Change is a constant and is accelerating at what sometimes seems
to be an almost alarming pace. Seth Kahan has provided practical,
down-to-earth advice with examples to help leaders execute a change
strategy that will result in employee buy-in and positive organizational
outcomes.’’
—John H. Graham IV CAE, president and CEO, ASAE & The Center
for Association Leadership
GETTING
CHANGE
RIGHT
GETTING
CHANGE
RIGHT
HOW LEADERS TRANSFORM ORGANIZATIONS
FROM THE INSIDE OUT
Seth Kahan
Foreword by Bill George
Copyright © 2010 by Seth Kahan. All rights reserved.
Published by Jossey-Bass
A Wiley Imprint
989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any
form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise,
except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without
either the prior written permission of the publisher, or authorization through payment of the
appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers,
MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the
publisher for permission should be addressed to the Permissions Department, John Wiley & Sons,
Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at
www.wiley.com/go/permissions.
Readers should be aware that Internet Web sites offered as citations and/or sources for further
information may have changed or disappeared between the time this was written and when it
is read.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best
efforts in preparing this book, they make no representations or warranties with respect to the
accuracy or completeness of the contents of this book and specifically disclaim any implied
warranties of merchantability or fitness for a particular purpose. No warranty may be created or
extended by sales representatives or written sales materials. The advice and strategies contained
herein may not be suitable for your situation. You should consult with a professional where
appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other
commercial damages, including but not limited to special, incidental, consequential, or other
damages.
Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass
directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at
317-572-3986, or fax 317-572-4002.
Portions of this book are taken from posts that appeared in ‘‘Leading Change,’’ the author’s
column at fastcompany.com, and are copyright © Mansueto Ventures, LLC.
Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears
in print may not be available in electronic books.
Library of Congress Cataloging-in-Publication Data
Kahan, Seth.
Getting change right : how leaders transform organizations from the inside out / Seth Kahan ;
foreword by Bill George. —1st ed.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-470-55048-9 (cloth)
1. Organizational change. 2. Leadership. I. Title.
HD58.8.K34 2010
658.4 06—dc22
2009051937
Printed in the United States of America
first edition
HB Printing 10 9 8 7 6 5 4 3 2 1
Contents
List of Figures ix
Foreword, by Bill George xi
Introduction xv
1 Creating Rapid Widespread Engagement 1
Expert Input: Ken and Mary Gergen on Social Construction
and Leading Change 9
Expert Input: Steve Denning on Operating Without Budget
or Authority 26
2 Communicating So People Get It and Spread It 31
Expert Input: Rick Stone on the Power of Story 43
3 Energizing Your Most Valuable Players 59
Expert Input: Jim Wolfensohn on Talking to Everyone 60
4 Understanding the Territory of Change 87
Expert Input: Madelyn Blair on Storylistening
for Reconnaissance 92
vii
viii Contents
5 Accelerating Change Through Performance
Communities 107
Expert Input: Etienne Wenger on Communities of Practice 115
6 Generating Dramatic Surges in Progress 129
Expert Input: Lesley Shneier on the World Bank’s
Knowledge Fairs 139
7 Breaking Through Logjams 155
Expert Input: Larry Forster on the Competency
for Collaboration 172
8 WorkLifeSuccess in the Midst of Change 175
Expert Input: John Kotter on the Greatest Positive Impact 186
Appendix A: Sample Strategic Engagement Plan 195
Appendix B: JumpStart Storytelling 201
Notes 207
Acknowledgments 211
About the Author 213
Index 215
List of Figures
Figure 1.1 Shannon and Weaver’s Communication Model 4
Figure 3.1 Change Leadership Team 73
Figure 3.2 Continuum of Champions’ Participation 78
Figure 3.3 Risk/ROI Matrix for Difficult People 81
Figure 5.1 The Value-Based Contribution Current 119
Figure 6.1 Staff Members’ Energy Curve 145
Figure 6.2 Participants’ Energy Curve 146
ix
For visionaries of all kinds: I hope these tools will make it possible for
you to see your ideas come to life
Foreword
Bill George
T
‘‘ here is nothing wrong with change, if it is in the right direc-
tion.’’
So said Winston Churchill as he helped guide the Allies
through the mire of World War II. Has there been another period
since when we found ourselves in greater need of political and business
leaders who can heed these words?
Our country’s leaders stare down a dismantled financial system and
continue to step over the ruins of once-great institutions like Lehman
Brothers and General Motors, now bankrupt. To act according to
Churchill’s adage and ‘‘get change right,’’ a new generation of leaders
must step forward and possess not only an understanding of the areas
where change is necessary, but a concept of what form that change
must assume.
In my career, I’ve witnessed firsthand different ways that lead-
ers (myself included) attempted to steer their organizations and people
through difficult changes. Whether it was the introduction of an innova-
tive new product line or an attempted alteration of entrenched corporate
xi
xii Foreword
culture, the challenge came not in pinpointing the areas for improve-
ment, but in understanding precisely how to enact lasting solutions to
achieve the best end result.
Sometimes we got it right, and sometimes we didn’t. In Getting
Change Right, Seth Kahan has developed a series of principles and
insights for today’s leaders as they navigate difficult changes in their
organizations.
At a time when our country’s leaders need guidance on enacting
change—from a long-overdue cull of rewarding short-term practices
on Wall Street to a dismantling of the partisan stalemate on Capitol
Hill—Seth has emerged with a beacon for today’s leaders and their
teams. For everyone from CEOs to mom-and-pop operators, change
will come, and Kahan’s insights can help them prepare for its arrival.
As a former CEO, I find a great deal of value in Seth’s approach.
By pairing precise step-by-step guidelines with firsthand accounts and
academic insights, he has created a no-nonsense reference for first-time
leaders and veteran managers alike. What I found most helpful is the
book’s accuracy around dealing with the variable personalities you’ll
find in a given company. In every lesson, Seth takes into consideration
the human elements—the egos, the intricacies of teamwork, and the
true spurs for personal motivation—that make or break any corporate
undertaking, let alone monumental change.
Calling on expertise and insight honed by years of top-tier manage-
ment consulting and thought leadership, Seth writes with warm savvy
and a rare technical expertise that informs leaders on how they can
strategically and logistically enact change the first time around.
Leaders who desire to enact effective, lasting change must be pre-
pared for long-term dedication to their company, and Seth demonstrates
how leaders can do so with their values, and leadership teams, intact. I’ve
explored authentic leadership values throughout my career and devoted
my teaching career to helping future leaders at Harvard Business School
develop a concept of ‘‘true north,’’ an internal compass of our beliefs,
values, and principles that guide us through life. From his thoughts
Foreword xiii
on ‘‘Energizing Your Most Valuable Players’’ to ‘‘Breaking Through
Logjams,’’ Seth’s writing conveys the words and insight of a man who
has seen authentic leadership in action.
Seth not only calls on his own vast academic and professional lead-
ership experience, but enlists the firsthand perspectives and anecdotes
of other leadership authorities as well. He has amassed a comprehensive
guide on change leadership in accordance with one of his own major
precepts: enlisting the insights of others to create rapid, widespread
engagement. Seth Kahan is a writer who puts his money where his
mouth is.
Want to know how to improve your organization’s flexibility and
responsiveness? Refer to the six pieces of advice Seth gives on that very
subject, which are applicable across any organization or team. Want
to know how to find and inspire talented team members? Turn to
Chapter Three for a step-by-step guide on how leaders can challenge
and motivate top performers to a desired end.
In my career, I’ve discovered that crises offer the prime opportunity
for leaders to enact the change they want to see. It is imperative
that leaders today recognize the need for institutional change while
remaining undaunted by its inevitability. The sailing may not always
be smooth, but it will be forward motion. The best leaders know that
is sometimes the best they can hope for. And that’s what Seth aptly
teaches us all in Getting Change Right. In the final chapter, Seth explores
what he calls WorkLifeSuccess, a concept that speaks to the necessity of
balance across work life and home life to achieve success in both.
I would not have been nearly as successful or content across my
career without my support network of family and friends or the work-
life balance I eventually achieved. Values-driven, perspective-enriched
leadership does not occur automatically; I believe it is possible only
once a leader establishes the sort of balance Seth advocates. Authentic
leaders who are capable of getting change right the first time establish
equilibrium between the important facets of their work and home lives,
as Seth makes clear in his conclusion.
Another Random Document on
Scribd Without Any Related Topics
Derevnyi, 122
Desert, the, railways in, 17;
wheatfields in, 19, 20;
antiquity of, 20;
its flora, 20
Dockers, Persian, 12
Dolinadalin, 3
Dostoieffsky, Fedor, 210;
on Russia’s demand for Constantinople, 242
Dukhobors in Canada, 264
Duncani, the, 36
Dunkan, a, 120
Earthquakes, frequency of, 57, 114, 156
Egypt, the shepherd dynasty of, 44
Electricity, a Caucasian contract for, 4
Emigrants, house-building by, 153-4;
a suggested export tax on, 259
Emigration, compulsory, 260
Emigration, Russian, 138 et seq.;
inducements for, 141;
restrictions concerning, 142;
concessions on rail and steamer, 144 et seq.
England and India, 241
England and Russia: the question of India, 241-4;
rivalry of empire, 244-6;
the trade treaty, 246-7;
the basis of friendship, 247-8
English, uneasiness of, at Russian progress, 66, 245
Ethnology and Central Asia, 44
Europe, after-the-war prospects of, 249 et seq.
Factory hands, emigration of, 140
Falanga, hairy-legged, 116
Falconry, the Kirghiz knowledge of, 200
Falcons in Bokhara, 29
Fatalism, Mohammedanism and, 42
Ferghan, grants in aid of emigration to, 152
Flint-hunting in the Caucasus, 5, 6
Fortoug, 3
Froude as pro-Russian, 239
Gavrilovka, 175
Geok-Tepe, 21;
the railway station of, 21;
storming of, 68
Georgians, 4, 16
Germany, conquered by Attila, 48;
preparations for Great War in, 214;
an enemy of Anglo-Russian friendship, 239;
and Constantinople, 242;
white population in, 249
Gimnasistki, 214
Gladstone, Right Hon, W. E., a pro-Russian, 239
Goths, the, 47, 48
Great War, the, Germany’s ambitions, 67;
reception of news of declaration of war at Semipalatinsk, 213;
Germany’s preparations for, 214;
England’s unpreparedness for, 231
Gregoriefsky, 197
Grosnoe, 99
Grozdny, 10
Gusinaya Pristan, 216
Hassan, Sultan, Mosque of, 40
Havana cigars in Kopal, 182
Huns, the, 45, 46 et seq.;
of Attila, 48;
Mongolian, 49
Hydrotechnics, Russian, 190, 193 et seq.
Ikons, Russian, 10
Ili, River, 149, 164
Ili, valley of the, 162
Iliisk, 163
Imperial commission for after-the-war problems, an, 266
Ince-Agatch, 204
India and Russia, 237 et seq.;
Namirovitch Danchenko on Russian conquest of, 238;
fear of Russian designs on, by British politicians, 241-2;
the overland route to, 243;
overcrowding in, 268
Indian frontier, the, 8
Indians, the, 44
Irdzhar, battle of, 65
Irrigation, artificial, in the desert, 20;
engineering students, 190, 193 et seq.
Irtish River, 211 et seq.
Issik-Kul, Lake, 149
Jaiman Terekti, 189
Jangiz-Agatch, 175
Jarasai, 160
Jarkent, a jurisdiction of Seven Rivers Province, 148;
rice-growing in, 149;
Government aid to emigrants to, 150
Jerakhof, Gorge of, 3
“Jericho, trumpets of,” 106
Kabul Sai, 74
Kalmeeks, the, 46, 221
Karabulak, 175
Karachok, 168
Karakirghiz, the, 63
Kara-Kum, desert of, 24
Karakurt, the, 116, 162
Karasbi, 160
Katun-Karagai, 220
Kaufmann, General von, 62
Kazan, fall of, 64
Kazanskaya Bogoroditsa, 132
Kazbek mountain and Prometheus, 7
Khalati, 19
Khodoki, 124, 136, 137, 142, 143, 144, 152
Khodzkent captured by Russians, 65
Khosaïn Tereka, 4
Khiva, 44;
Uzbeks in, 63;
under Russian protection, 66
Kief, University of, student life at, 125
Kinglake: his pro-Russian sympathies, 239
Kirghiz, the, 19, 45, 46, 74 et seq., 116, 221;
become Russian subjects, 65;
their system of pecunia, 114;
skill at falconry, 200;
relieved of military service, 208
Kirghiz Cossacks, the, 63-4;
women, description of, 83-4;
wedding, 168;
banquet, 191, 192;
women and camel-breeding, 219
Kizil Arvat, 68
Kok-sa River, 175
Kokand, 63;
Uzbeks of, defeated by Russians, 64
Kopal, population of, 123;
a jurisdiction of Seven Rivers Province, 148;
a walk to, 173;
author’s arrival at, 175;
a quaint clock at, 176;
visit to a Chinese circus, 176-181;
altruistic Chinamen, 182;
boundary of, 182;
facilities to sportsmen, 182
Koran, the, Carlyle and, 41
Kosh Agatch, 218
Kosuli, 116
Koumis, 80, 81, 86, 199
Krasnovodsk, 10, 15 et seq.;
a Georgian host in, 16;
siege of, 65
Kruglenkoe, 174
Kuan-Kuza, 172, 173
Kugalinskaya, 174
Kugalinskaya Stanitsa, 174
Kurdai, 132
Kuropatkin, Colonel, 65
Kursistki, 214
Labour question in England, the, 268
Larse, a night at an inn, 4-5
Lava-Khedei, mosque of, 34
Law, Mr. Bonar, 251-3, 266, 267, 268
Lepers, 129
Lepeshki, 19, 29, 130
Lepsa, the, 203
Lepsinsk, 148, 186, 188, 192;
“removal” of, 193;
the information bureau, 194;
a Cossack settlement, 196
Lermontof’s “Demon”: scene of story of, 6
Lessovaya zemlya, the, 20
Liamin, M., 165-172
Lignitz, battle of, 50
Linbovinskaya, 132, 133
Lodz: its production of shoddy cotton, 206
“Lodzinsky,” definition of, 206
Ludzon, 225
Mahomet, birth of, 49
Malo-Krasnoyarsk, 218
Maly Narimsky, 220
Mankent, 92
Maral, the country of the, 218 et seq.
Maral deer horns, 219 et seq.
Maralnik, cost of construction of a, 223
Mare’s milk. (See Koumis)
Marlowe on Tamerlane the Great, 52
Mecca, Mohammedan pilgrimages to, 36
Medvedka, 220;
a maral farm at, 222
Melba, Madame, 261
Merke, 117
Merv, fall of, 66;
Central Asian Railway extended to, 69;
annexation of, England’s attitude on, 237
Mesopotamia, a holy war in, 67
“Midsummer Night among the tent-dwellers,” 184 et seq.
Milner, Lord, 253;
an open letter to, 253-7
Mogul. (See Mongol)
Mohammedanism and Mohammedan cities, 35 et seq.;
Mecca pilgrimages, 36;
Cairo, 40;
the Koran, 41;
fatalism and, 42;
characteristics of, 42-3;
birth of Mahomet, 49.
(See also Bokhara)
Mongolia, Russians in, 70
Mongolian brick tea, 198;
Huns, 49
Mongols, the, 47
Moslem pilgrimages to Mecca, 36
Narimsky Mountains, 218
Naturalisation, the question of, 260
Navy, the, necessity for increasing, 268
Nazimof, M., 126 et seq.
Nevsky, Alexander, 63
Nikanorovitch, Mikhail, 223 et seq.
Nikolaevski, 160
Nomadic tribes, 44 et seq.
North Caucasian oilfields, 10
Northern Persia, Russians in, 70
Novy Troitsky, 122
Oil region of the Caucasus, 10
Orenburg falls into Russian hands, 65
Osmanli, the, 46
Ossetines, 4, 5, 6, 47
Oxus, the, 24;
a State service of steamers on, 69
Pamir, 8, 63;
grants to emigrants, 152
Passports, 15, 32
Pavlovska, Zoe, a pilgrimage to tomb of Bibi Khanum, 53-4
Paynim, the, 37
Pecunia, 114
Pekin, siege of, 50
Persia, roses in, 20 et seq.;
its future, 243
Persian dockers, 12
Persians, the, 44, 45
Petrovsk, 10
Photographs and free shaves, 97
Pigs’ liver, black, 4
Pishpek, fall of, 64;
population of, 123;
a meeting with a Government topographer, 126;
climate of, 128;
skin disease in, 129;
a jurisdiction of the Seven Rivers Province, 148;
Government grants for emigrants, 150
Police, Russian, 177
Polovinka, 174
Porters, Russian, 11, 12
Proletkas, 27
Prometheus, legend of, 7
Przhevalsk, 148
Railway concessions and fares for emigrants, 144 et seq.
Railways, Russian, 17, 18, 56, 68 et seq., 244, 250, 268;
scenes at stations, 19, 20;
British distrust of Trans-Persian Railway, 243
Rice-growing, 149
“Ride to Khiva,” Burnaby’s, 239
River charges for emigrants, 147
Romanovskaya, 203
Rome burned by the Goths, 48;
sacked by the Vandals, 48
Roses, Persian, 20 et seq.
“Round Table,” the, 249 (note)
Russia, English entente with, 8;
railway systems of, 17, 18, 56, 68 et seq., 244, 250, 268;
conquered by Attila, 48;
rise of, 64 et seq.;
colonisation of, 66 et seq., 70 et seq.;
powers of chief of police in, 177;
mobilisation of, 234;
her possible designs on India, 237;
future of her empire, 244 et seq.;
exports of, 244-5;
the question of a trade treaty, 247;
the white population in, 249, 269
Russia and England: the question of India, 241-4;
rivalry of Empire, 244-6;
the trade treaty, 246-7;
the basis of friendship, 247-8
Russia and India, and prospects of Anglo-Russian friendship, 237 et
seq.
Russian card games, 195;
colonies: provinces open to colonisation, 138;
information to intending colonists, 138;
colonisation, 155;
exports: the Tariff Reform view of, 245
Russian Central Asia, capital of, 57 et seq.;
commercial travellers in, 123-4
Russian Empire, the, and the British Empire, 249-70
Russian Turkestan, Uzbeks in, 63
St. James’s Conference, the, 213
Salt steppes, the, 10, 15, 17
Samarkand, the grave of Timour, 44;
conquest of, 50;
an impressionist poem on, 53;
a Mohammedan centre, 55;
foundation of, 56;
Russian occupation of, 65;
and the Central Asian Railway, 69;
Government inducements to emigrants, 152
San Francisco, a Chinese underground city in, 171
Sandbanks, 18
Saracens, the, 47
Sarajevo tragedy, the, 212
Sarts, the, 26;
in Samarkand, 56;
natives of Tashkent, 59-60;
their orchestra: music from 10-ft. horns, 106
Scandinavia, Attila’s conquest of, 48
Scythia, 45
Semipalatinsk, 207;
Dostoieffsky in exile at, 210;
shops of, 210-211;
and the Sarajevo tragedy, 212-213
Semiretchenskaya Oblast. (See Seven Rivers Land)
Semi-retchie, Northern, plain of, 186
Semitic tribes, with Arabs, conquer Persia, etc., 49
Serbia and the assassination of the Archduke of Austria, 212-213
Sergiopol, population of, 123;
shops of, 205;
a commercial traveller’s experiences in, 205-6
Seven Rivers Land, Russian penetration and occupation of, 64, 116,
148;
fauna of, 116;
its troika, 117 et seq.;
climate of, 149;
Government grants to emigrants, 141, 150;
taxes, 151;
military service, 151;
timber, 151;
cinema shows in, 159;
the Pass and Gorge of Abakum, 185, 186-7
Shakespeare’s burlesque on Tamerlane the Great, 52
Shashleek, 105
Shaving extraordinary, 181-2
Sheep as payment for goods purchased, 114
Siberia, value of land in, 141;
an old-established Russian colony, 207;
compared with Canada, 208-9;
population of, 209
Sirdaria, deserts of, 8;
author at, 74;
a Kirghiz settlement at, 75 et seq.;
Government grants to emigrants, 152
Skobelef, General, reduces Geok-Tepe, 21;
in Transcaspia, 65
Skobelef, the, 13
South Africa, irrigation possibilities in, 255
Southern Siberia, steppes of, 8
Spider, black, 116, 162
Stantsi, 122
Steamship service, a national, 268
Stewart, Mr., “Boss of the Terek,” 4
Storks in Bokhara, 31
Strikes in war time, 261
Suffragettes, Russian opinion of, 195
Table Mountain, 3
Tadzhiks, the, 44
Talass, River, 113, 115
Tamara, 6
Tamara, Queen, castle of, 6
Tamerlane the Great, his conquests for Mohammedanism, 50;
Emperor of Asia, 51, 63;
Marlowe on, 52;
conquest of India and Eastern Russia, 52
Tariff reform and Russian exports, 245
Tartars, enemies to Christians, 37;
rising of the, 49
Tashkent, 57 et seq.;
water-supply of, 57-8;
muezzin towers of, 59;
an exiled Grand Duke at, 60;
schools, 60-1;
cinema shows at, 61;
Russian atmosphere of, 61-2;
Kaufmann Square, 62;
taken by Russians, 64
Tea, Russian and Indian, 158
Tea dust, solidified, 198
Tekintsi, the, headgear of, 19;
a great fortress of, 21
Terek, River, 3
Terek, the “Boss” of, 4
Thian Shan Mountains, 162
Timour the Lame. (See Tamerlane the Great)
Tokmak, fall of, 64
Tolstoy, 264
Transcaspia becomes a Russian province, 65
Trans-Ilian Alai Tau Mountains, 90
Trans-Persian Railway, the, 243
Tribes, mediæval history of, 44 et seq.
Triple Entente, the, 8
Troika, the Russian, 117 et seq.
Tsaritsinskaya, 175
Tulovka, 220
Turkestan, cosmopolitan, 22;
four great cities of, 44;
value of land in, 141;
restrictions as to emigration, 142;
demand for labour in, 152;
grants in aid, 152
Turkish tribes, the chief, 46
Turkomans, dress of, 19;
one of the chief Turkish tribes, 46
Turks, the, 46
United Kingdom, the, overcrowding in, 268
United States, the, mixed races in, 249, 264;
loss of British citizens to, 263 et seq.
Ust-Kamennygorsk, 214
Uzbeks, the, 46;
in Bokhara, Khiva, and Russian Turkestan, 63
V
Valens, Emperor, 47
Vandals, the, 48
Vatrushki, 8
Verney, fall of, 64;
population of, 123;
a jurisdiction of the Seven Rivers Province, 148;
rice-growing at, 149;
Government grants, 150;
capital of Seven Rivers, 156;
its apples, 156;
the High School, 157;
German sausages in, 158;
newspaper record of cinema shows, 158-9
Visokoe, 99
Vladikavkaz, the military road of, 2, 4
Vodka in Russian Central Asia, 86
Vsevolodovitch Yaroslaf, 63
Wages boards, 261
Ward, Mrs. Humphry, 261
Wheatfields in the desert, 19, 20
Wimmera, the, 261
Wolves in Russian Central Asia, 87
Yakuts, the, 46
Yaroslaf Vsevolodovitch, 63
Yellow Peril, the, 170
Zaalaisk, Government grants to emigrants, 152
Zollverein, a, Chamberlain and, 251
Printed by Cassell & Company, Limited, La Belle Sauvage, London, E.C.
F 15.416
FOOTNOTES:
[A] Connected by rail with Tashkent since my tramp across the
country.
[B] As the Government never exercised a monopoly of the sale of
vodka in Russian Central Asia the Tsar’s edict did not apply to
these regions. However, I believe the sale of intoxicating liquor
has been greatly restricted by the local authorities.
[C] Pecus = a head of cattle, a beast of the field.
[D] This differentiation in hue is in case the persons holding the
certificates should be illiterate.
[E] Counting the rouble as worth 1s. 6d. At the moment of writing
it is worth rather less than 1s. 4d., but it should improve
somewhat.
[F] See “The Round Table,” a review of the interests of the
Empire, and “The Prospect of a Commonwealth,” an extraordinary
after-the-war volume.
[G] American value, i.e. £1,000,000,000.
TRANSCRIBER’S NOTES:
Obvious typographical errors have been corrected.
Inconsistencies in hyphenation have been
standardized.
Illustrations have been moved to the nearest
paragraph breaks. In some cases, these breaks are on
different pages. The List of Illustrations has been
updated to reflect these changes.
In the Index, it appears that two entries have been
inadvertently combined into one: Russian card games.
The text has been retained as printed.
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