Built in Baltimore. While many people associate Jennie Alexander’s chairs with country woodcraft, she lived in urban Baltimore, where she developed the design for her chair.
For the last five years, we worked with Jennie Alexander to revise her classic “Make a Chair from a Tree” book to her satisfaction and include all her latest thoughts and approaches to building her iconic ladderback chair.
Jennie’s efforts were assisted primarily by chairmaker and friend Larry Barrett and Jennie Boyd, who cared for Jennie Alexander in her Baltimore home during her final years.
With Jennie Alexander’s death this summer, we had to evaluate the future of the book. Could it be completed in a way that would make Jennie happy? Did we have the support of people who could help us finish the book? Did we have the support of the family and heirs?
The good news is that we are now moving at full speed to complete “Make a Chair from a Tree, Third Edition” for publication next year. The writing is almost complete. What is left is taking new photographs of the chair’s construction and commissioning new illustrations.
Larry will build the chair for the photographs. And we will enlist many other people who were close to Jennie to help us finish this book in a way that would make her happy.
I suspect this is the outcome Jennie anticipated all along.
During the last five years, Jennie and I butted heads whenever I applied gentle pressure to turn over her manuscript to me. If you have ever met Jennie, then you know that such tactics are futile. At one point I said to her: “Don’t you want to see your book published and see it influence a whole new generation of woodworkers?”
Jennie shot back: “You and Larry will do that after I’m gone.”
At that moment it became clear to me that Jennie saw the work on the book as her purpose at the end of her life. Taking the book away from her would remove that purpose. I backed off.
So don’t pay $500 (or whatever the book gougers are asking) for a used copy of “Make a Chair from a Tree.” In less than a year, we will have an outstanding new edition for you that will cost a small fraction of that and will be more durable.
In the meantime, we will soon offer the video version of “Make a Chair from a Tree” for sale as a streaming video on our site. We have reached an agreement with the maker of the video, Anatol Polillo, to offer the video for sale for $25. The streaming video will include a pdf download of a packet of drawings from Jennie that explain the dimensions and jigs discussed in the video.
With any luck, we should have that video available within two weeks.
— Christopher Schwarz
Personal side note: This has been one of the most difficult years of my professional life. I lost my father in February. And I’ve spent the last nine months racing to get “The Intelligent Hand” to press to beat David Savage’s cancer. Simultaneously, I worked into the wee hours to get “Welsh Stick Chairs” to press before the 10-year anniversary of John Brown’s death. And then Jennie died – opening a whole can of contractual worms. So I ask all our current authors: Please stay healthy.
While the lump hammer appears in English workshops in the mid-20th century, I suspect its origins are much earlier. Read more about this topic on the Crucible Tool blog.
We get a lot of unsolicited manuscripts and book ideas at Lost Art Press – way more than we could ever hope to handle. As of now now we have 18 upcoming books under contract, which is more than five years of work for us.
So when potential authors come calling, I am quick to encourage them to publish their book themselves. (If they embrace the idea, that tells me something about their dedication to their project. If they reject the idea, that also tells me something about their dedication to their project.)
These days, it’s easy to print a decent-quality book using a “print-on-demand” (POD) service. These POD products aren’t permanent books. The pages are merely stacked and glued. With traditional books, the pages are folded, sewn and glued, which makes for a much more durable product.
But the POD option is a good one for guerilla publishers. Or people who want to make only a few books at a time. There are many companies that will print and sell your POD book (Amazon and Lightning Source are two of the bigger players). But there is a smaller and sometimes cheaper option.
Local libraries often have “Maker Spaces” that have POD machines, such as the Espresso book machine, a $185,000 technological wonder. The Cincinnati Public Library has one, and I’ve been using it for the last year to print off workshop manuals and personal publishing projects with great success.
Yes, it sucks that its book blocks are glued and not sewn. But there is a solution: Sew the book blocks yourself. It’s not all that difficult, and I’ll demonstrate the process in a future blog post.
Lately I’ve been printing up the 70-page manuals that I’ll give to students who take my staked furniture classes. Compared to other photocopied and stapled manuals, these POD manuals are nice. And they don’t cost much more than a trip to Staples or Office Depot.
So, if you have your own publishing project in mind – “The Baptist’s Tool Chest” or “The Democratic Design Book” – you might want to first give your local library a call to see if it has a POD machine. You might just put me out of business some day.
The only thing better than a good book is a good book owned by someone special.
Peter Follansbee is selling off Jennie Alexander’s woodworking library via his blog. There are lots of rare and wonderful texts. All useful and well-loved.
I had the great privilege of working on David Savage’s new book, “The Intelligent Hand” – yet I confess it flummoxed me on my first several editing passes. After years of writing and editing straightforward, linear woodworking how-to articles, I couldn’t from a dispassionate technical viewpoint wrap my mind around what I eventually came to know as a weird and wonderful book. To realize that, I had to turn off at least in part my left brain and approach the book mostly with my right brain (the side that hears music real and metaphoric, and absorbs art emotionally rather than analyzes it). Doing just that is a lesson David imparts throughout. It took me a while.
So I got through the technical sentence structure/grammar/English spellings stuff, then read it again with my literary, not technical brain. And there it was: A book that forces you to consider your own motivations/reactions/work as it reveals in a sometimes-coquettish style the thought and design processes of its author. Like David’s furniture work, it is altogether unexpected, yet altogether delightful and inspiring.
I don’t think I’m yet among his 863 (see below); I’m still too scared by my lack of a corporate safety net (with its attendant health insurance and regular paycheck). But I’m getting closer; books like David’s help.
— Fitz
I need to take you back in time to the beginning of the 20th century. I need to do this in order to explain what I think has happened to us, and why.
As Henry Ford set up his first production line in America in 1913, the Arts & Crafts Movement was being established in the sunny fields of England. Ford developed an existing (brilliant) idea to “bring the work to the worker.” In truth, it was more complex and more revolutionary than that. What Ford was did was to create a system of activities.
Until then, vehicle manufacture occurred in small workshops and factories with relatively skilled engineers doing varied and various work – the stuff we celebrate. What Ford did was analyse that work and break it down into a series of steps. Each step could then be carried out by a relatively unskilled person. The steps were put in sequence, and the partially complete vehicle was brought to the worker.
This is one of the most famous examples of what was to become a major management process in 20th-century industry, not only in the factory but also the office. The “Knowledge Engineer” systematised skills and created processes that became the management’s property. All that was left after their passing was the script and the process.
To fill 100 jobs on his new production line, Ford was forced to hire 963 skilled workmen and women (863 did not stay on). And he had to double his wages to achieve his goals. Rather than hissing and spitting, Ford described this as one of his best business decisions. The extra cost for wages was recouped straight away by increasing the speed of the production line, instantly doubling, and later trebling, production. This was new. Before this, paying extra for piecework didn’t increase production and may in fact have decreased it. Ford had workers working at a speed he could choose. This could not have been achieved just by paying people more money.
The 863 who could not stomach Ford’s new factory are, for me, the interesting ones. Where did they go? History consigned them to the rubbish dump of the past. Like buggy whip makers in the age of the automobile, they were no longer needed. But my hat is removed in honour to their instincts. I would have been amongst them. For they knew that their skills and knowledge were part of a balanced and well-lived life.
This was called “scientific management” and was outlined in the monograph “Principles of Scientific Management” (1911) by Frederick Winslow Taylor. Taylor writes:
“The managers assume the burden of gathering together all the traditional knowledge which in the past has been possessed by workmen and then of classifying, tabulating and reducing this knowledge to rules, laws and formulae…. All possible brain work should be removed from the shop and centred in the planning and layout department.”
In this way, Taylor, whose work was hugely influential in the early 20th century, was able to encourage the concentration of scattered craft knowledge into the hands of “the process managers.” The “time and motion analysis” was born. The objective was to create a process that, once designed, needed no further thought or tinkering. In that situation, skilled workers could be replaced at machines by unskilled ones. Labour and cost were thus reduced as production increased. Skill once observed and analysed was no longer needed.
Soon after this, the age of consumer spending was upon us. Thrift and avoidance of debt – a mark of prudence and good management – was to become a thing of the past. Consumption engineers such as Claude Hopkins, one of the early leaders of marketing, sought to bring consumption under the hand of scientific management. Now we could earn money building cars, and maybe, if we paid over 10 years on the “Never Never” (aka an installment plan), we could drive one as well! Aren’t we smart all of a sudden! All we needed to do was to give up the personal skill we earned over 10,000 hours. Plus, the personal pride in the achievement of making, of doing something complex and difficult and doing it well. For there was no real skill required on Ford’s line – just hard manual work, day after day, after day, after day. The 863 who could not take up Ford’s offer could not do that. All hail the daft old 863!
Who can deny the enormous prosperity and economic comfort that this scientific management has brought us? We work, we earn money, we have holidays and we pay taxes. Then we get a pension and die. And don’t think that being a smarty in an office will save you. The same “expert systems” are coming your way. In the book “The Electronic Sweatshop: How Computers are Transforming the Office of the Future in the Factory of the Past” (1989, Penguin), Barbara Garson writes:
“The modern knowledge engineer performs similar detailed studies, only he anatomizes decision making rather than bricklaying. So, time and motion study has become a time and thought study…. To build expert systems, a living expert is debriefed and then cloned by a knowledge engineer. That is to say, an expert is interviewed, typically for weeks or months. The knowledge engineer watches the expert work on sample problems and asks exactly what factors the expert considers is making his apparently intuitive decisions.
“Eventually, hundreds or thousands of rules of thumb are fed into the computer. The result is a program that can ‘make decisions’ or ‘draw conclusions’ heuristically instead of merely calculating with equations. Like a real expert, an expert system, should be able to draw inferences from ‘iffy’ or incomplete data that seems to suggest or tends to rule out. In other words it uses (or replaces) judgment.”
My wife, Carol, worked recently in an office in Bideford. She spent her day on the telephone reading prepared scripts to prospective clients, who were owners of holiday cottages. Carol has a degree in economics; she has worked on the trading floors of some of the world’s most famous investment banks. Carol could sell ice to Eskimos. But their scripts were what the company wanted spoken; Carol was only a mouthpiece. Her ideas of what they were doing wrong and how it could be improved were of no interest to the company. She was cheap local female labour that came and went while the system controlled by the company remained intact. Its image as a small family company remained unchallenged, but the truth is very different.
I do not suggest that this is bad. I cannot ague that this systemisation, this splitting of thinking and doing, has not resulted in huge economic benefit. We are all vastly more wealthy and more secure than previous generations. This is good; nobody can argue with that. But there is a type of person – and I see them coming to Rowden year after year – who does not quite fit this pattern. Someone who wants a bit more from life than a job, money, holidays and a pension. She wants something else; she wants to use her head and have responsibility for what she makes. She wants to make a thing about which she can say, “That’s mine; I made that.” And she wants to sell it for money, decent money.
With Jennie Alexander’s death this summer, we had to evaluate the future of the book. Could it be completed in a way that would make Jennie happy? Did we have the support of people who could help us finish the book? Did we have the support of the family and heirs?
