“Mr. Fosdick has written a biography in its formal meaning — fully documented, chronologically precise — and not simply a personal tribute to a friend of more than forty years’ standing. The book, in consequence, is both biography and history, satisfying all the rigorous canons of personal and social analysis. It is to be read as part of the history of our time and as the record of a man of as much consequence to us as have been those other leaders and creators among his contemporaries who have affected public conduct. What we have here, then, is the narrative of a rich man who overcame the almost impossible handicaps of great wealth, limited religious upbringing, and a narrow and protective family circle. He might have become defensive and suspicious, or a recluse cultivating private and expensive hobbies, or a popular leader and therefore a demagogue (such patterns of the behavior of men of inherited fortunes are familiar throughout history), but instead he was able to grow and to assume great, national obligations. What might have been a puzzle slowly disappears under Mr. Fosdick’s skillful scholarship and his deep regard for his friend. The young Rockefeller (he is called throughout the book ‘JDR Jr.’), as early as 1910, when he was 36, severed his direct connections with business: did he do so because of a real or unconscious rejection of his father? Quite the contrary; father and son early forged strong bonds of mutual affection and respect, but while there never was hostility on the part of the son, neither was there subservience. JDR Jr. continued to support the philanthropies founded by the older man, the Rockefeller Institute for Medical Research, the General Education Board, and the Rockefeller Foundation, and to expand them; did he do this because he, like other men in public life — like Theodore Roosevelt, Woodrow Wilson, Louis D. Brandeis — was inevitably swept up in the ‘reform movement’ of the day? That was only a part, and possibly a minor one, of his development. For as his tastes became surer and his vocation clearer, he ranged wider and wider until his interests were as large as those of his country and his world. As one goes over the catalogue of his benefactions and interests — none ever representing a perfunctory concern, most requiring long years of careful planning with a devotion to exact detail that only the truly outstanding seem to possess — one grasps the sweep and boldness of JDR Jr.’s mind. Williamsburg; the Cloisters; Rockefeller Center; the Museum of Modern Art; the restoration of the Athenian Agora; Rheims, Versailles, Fontainebleau; Negro education; the four International Houses; Jackson Hole and the Jersey Palisades; the Library of the League of Nations at Geneva, and the site of the U.N. at New York; the interdenominational movement; the long battle to achieve industrial understanding in two decades marked by bitter strife between management and labor: this is only a partial list. Mr. Fosdick seeks the key to the Rockefellers in some observations made by Frederick T. Gates, that restless and fascinating man who had such a great influence on the lives of both father and son. In 1905, Gates wrote to the father: ‘Two courses are open to you. One is that you and your children while living should make final disposition of this great fortune in the form of permanent corporate philanthropies for the good of mankind... or at the close of a few lives now in being it must simply pass into the unknown, like some other great fortunes, with unmeasured and perhaps sinister possibilities.’ In 1929, Gates was satisfied, for he put down in a private document these remarks concerning JDR Jr.: ‘I have known no man who entered life more absolutely dominated by his sense of duty, more diligent in the quest of the right path, more eager to follow it at any sacrifice.’” — Louis M. Hacker, The New York Times “The central theme of Raymond B. Fosdick’s book is its subject’s career as a philanthropist... This is not an impartial book and was not so intended. Mr. Fosdick is an admiring friend and associate of the man of whom he writes. But if the book is understandably friendly to John D. Rockefeller, Jr., it is also an honest book.” — John D. Hicks, The Saturday Review

Since its original publication in 1952, Fosdick's book has been the single most reliable treatment of one of the most important philanthropies in the United States and indeed the world. Fosdick served as president of the foundation for twelve years, from 1936 to 1948, when it was the largest grant-making endow-ment in the world. As Steven Wheatley notes in his valuable new introduction, in part The Story of the Rockefeller Foundation was intended as an instrument of institutional self-defense. When it was written, the foundation community was under mounting political attack from the right, and the book was meant to help balance the Scales by cataloging the foundation's good works. As a deliberate self-portrait, the book conceals as much as it reveals, while in the process it reveals a good deal about the author. Fosdick sees politics, like bureaucracy, as perhaps an avoidable problem and not an inevitable consequence of foundation activity. He sees foundations as engaging in the application of scientific, tech-nical, and organizational solutions to public problems through a ""venture cap-ital"" approach to discovering how to resolve them. Fosdick's ""higher ground"" approach became established philanthropic practice far beyond the Rockefeller Foundation. Consequently, this volume is significant as an institutional history as well as a charter for American foundations.

Since its original publication in 1952, Fosdick's book has been the single most reliable treatment of one of the most important philanthropies in the United States and indeed the world. Fosdick served as president of the foundation for twelve years, from 1936 to 1948, when it was the largest grant-making endow­ment in the world. As Steven Wheatley notes in his valuable new introduction, in part The Story of the Rockefeller Foundation was intended as an instrument of institutional self-defense. When it was written, the foundation community was under mounting political attack from the right, and the book was meant to help balance the Scales by cataloging the foundation's good works. As a deliberate self-portrait, the book conceals as much as it reveals, while in the process it reveals a good deal about the author. Fosdick sees politics, like bureaucracy, as perhaps an avoidable problem and not an inevitable consequence of foundation activity. He sees foundations as engaging in the application of scientific, tech­nical, and organizational solutions to public problems through a "venture cap­ital" approach to discovering how to resolve them. Fosdick's "higher ground" approach became established philanthropic practice far beyond the Rockefeller Foundation. Consequently, this volume is significant as an institutional history as well as a charter for American foundations.

Since its original publication in 1952, Fosdick's book has been the single most reliable treatment of one of the most important philanthropies in the United States and indeed the world. Fosdick served as president of the foundation for twelve years, from 1936 to 1948, when it was the largest grant-making endow-ment in the world. As Steven Wheatley notes in his valuable new introduction, in part The Story of the Rockefeller Foundation was intended as an instrument of institutional self-defense. When it was written, the foundation community was under mounting political attack from the right, and the book was meant to help balance the Scales by cataloging the foundation's good works. As a deliberate self-portrait, the book conceals as much as it reveals, while in the process it reveals a good deal about the author. Fosdick sees politics, like bureaucracy, as perhaps an avoidable problem and not an inevitable consequence of foundation activity. He sees foundations as engaging in the application of scientific, tech-nical, and organizational solutions to public problems through a ""venture cap-ital"" approach to discovering how to resolve them. Fosdick's ""higher ground"" approach became established philanthropic practice far beyond the Rockefeller Foundation. Consequently, this volume is significant as an institutional history as well as a charter for American foundations.

Foundations are a peculiarly American institution. They have been the dynamo of social change since their invention at the beginning of the last century. Yet they are cloaked in secrecy -- their decision-making and operations are inscrutable to the point of obscurity-leaving them substantially unaccountable to anyone. Joel Fleishman has been in and around foundations for almost half a century . . . running them, sitting on their boards, and seeking grants from them. And in this groundbreaking book he explains the history of foundations, tells the stories of the most successful foundation initiatives -- and of those that have failed -- and explains why it matters. The baby boomer generation is going to participate in the largest transfer of wealth in history when it passes on its assets to its successor generation. The third sector is about to become more powerful than ever. This book shows how foundations can provide a vital spur to the engine of the American, and the world's, economy -- if they are properly established and run.