Overview

The game of blackjack is a favorite of strategy players worldwide. Most consider gambling or gaming an activity that links to specific events that introduce uncertainty. This may be the speed of a horse, the value of a card, the spots on the dice, or a favorite number on the roulette wheel. In new or century-old casinos, the owners and investors offer games of chance that their customers seem to like more than others. We all know intuitively that if we walk into a casino in France, Spain, or Macau; or a casino on the Mississippi River or steaming across the Pacific Ocean - we can probably find a blackjack table to sit down at to ply our trade craft - and feel right at home. Casino managers know that if they offer the average pedestrian an opportunity to go 1-on-1 with the house, and a fairly even chance of breaking even or coming out ahead, many will take the offer. And if the casinos are well organized, clean, fun, and fair - the customers will keep coming back. Now, imagine a casino full of well dressed people willing to take their shot against the house. No secret that the quietest, soberest, and most pensive gamblers are at the blackjack table. It is safe to say that these strategy players are there for business. The serious blackjack player is not concerned with the social aspects of the casino or table. The educated blackjack player is only concerned with winning a game that has discrete boundaries and rules. The serious player is not really playing at all. From this point forward, blackjack takes on the nature of a business or investment. So we begin. Approach blackjack with the attitude that you are going to put learned skills to work for you - and you will get better with time. Understand that in order to perform your best; you must start each session with all the factors that you control on your side. These include a clear head, full stomach, plenty of rest, and a stake that is sufficient to weather the ups and downs and not required for another commitment (like the mortgage payment). To apply your knowledge correctly, you will act in a sober manner, without hesitation, and completely indifferent to the outcome of any individual bet. Just think about it, the dealer does not freak out if you get a blackjack or if he busts. For the most part, the house understands that in the long run all players lose for very predictable reasons. Now that you are prepared to go to work, let's analyze the situation and develop a battle plan. Blackjack begins when the dealer shuffles the deck, you place your bet, and the dealer presents you and himself with two cards. The dealer's bottom card is hidden. The dealer's top card is visible to you and will become a critical data point in your investment decision-making. You can see both of your cards and have two additional data points. Some casinos allow you to handle your cards and keep their values hidden from others, other casinos deal all player cards face up with the restriction that you cannot touch your cards. Thus far, you have controlled your preparation for the game, the size of your bet, and you have three data points (the dealers top card value, and the value of both of your cards). It is decision time now. The dealer knows the value of his hand, but you can see the dealer's top card. Your bet has been placed already - your bet is a sunk cost and therefore has no bearing on the decision to ask for more cards or to stand pat. Everyone knows that you want cards that will give you a point total closest to 21, without going over. The dealer knows this too. And now, with limited knowledge about the dealer's hand, you are at a disadvantage - you must go first - and if you bust by going over 21 points, you lose your bet (even if the dealer busts later with other players at the table). With this knowledge, you make your decision to stand pat, or ask for one or more cards. Then you stand pat or bust. That's the simple game of blackjack. Gam

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9781494426866

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Francis E. McIntire is a 1974 graduate of the U.S. Air Force Academy, a management consultant, a U.S. Air Force fighter pilot, and an Assistant Professor of Behavioral Sciences and Leadership at the U.S. Air Force Academy. He led USAF operations in Europe and for NATO, as Chief of Operations, Quality Assurance, and the Functional Check Flight branch at Royal Air Force Upper Heyford in the United Kingdom. As Deputy Commander and Deputy Director for Air Force Quality Assurance, Frank directed the efforts of the 80-person global consulting agency for organizational development and business transformation worldwide. As Manager with KPMG Peat Marwick LLP, he led the business process reengineering, organizational development, and business transformation efforts for DoD and commercial clients. In 2000, Frank launched a service disabled veteran-owned small business that has grown to more than $37 million in annual sales at the time of publication. Clients include KPMG and Oracle Corp., the Department of Defense, the Department of Veterans Affairs, the Department of Health and Human Services, the U.S. Intelligence Community, and Alaska Native Corporations providing secure network communications and cyber security for accounts worldwide. Frank was a resident of the State of Nevada from 1976 to 1996.

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