Suchergebnisse

Issue 20.3 of the Review for Religious, 1961. ; CONGREGATION OF SEMINARIES Ecclesiasti .al Formation Prot. ,N., 2121:60 LETTER TO THE EPISCOPATE IN THE THIRD CENTI~NARY YEAR OF THE'DEATH OF ST. VIN, CENT DE PAUL ON CERTAIN PROBLEMS OF EC-CLESIASTICAL FORMATION. Your 'Excellency, On June 5th of last y.ear, the Sacred Congregation of Studies, prompted by the wonderful example of the priestly life as typified in the holy Curd of Ars, addressed a letter to the episcopate. [For the text of this letter, see REview Fort R~I.~ctous, 18 (1959), 321-27.] The,.purpose of this letter was to recall to mind some fundamental princi-ples 'of ecclesiastical formation, the lack of which might irrevocably affect the sound preparation of the candidate foi" the priesthood and thus his success in the sacred minis-try. The radiant figure of St. Vincent de Paul, whose name in the third centenary 6f his death has resounded in every corner of the world, induces us to continue and complete our thoughts on this matter. The occasion presents to us anew the life of a saint who/it can be said, was a perfect pattern of Jesus Christ, the Eternal Priest. It offers an ex-ample which merits the earnest consideration of all those who are engaged in preparing students for the priesthood, preparing those who have answered the call to fashion themselves according to the model of the Master. Do not think that w~ are presenting an anachronism; if the spir-itual conditions of the clergy and of ecclesiastical training are happily" very different from, those under which the saint carried out his ~igorous reform, nevertheless the guiding principles which were the leaven of his multiple activity ever remain valid. His activity was impir(d by the eternal value of the Gospel message. The heroic charity which permeated his whole life ca~ not be explained or understood in its full significance un-less we realize that it had its origin in his great concept of the priest and the duties of a priest. ÷ ÷ ÷ Ecclesiastical Formation VOLUME 20, 1961 I6! ÷ ÷ $ac~ed Congregation o] Seminaries REVIEW FOR RELIGIOUS In a time of dire calamity which he felt deeply in his heart, he knew how to confront miseries with comfort and to help all those in need. Through his w~ork of refor.m he had already enkindled in the clergy that zeal which fosters in the faithful the.well-springs of charity. It car/be safely affirmed that there are few ~who l~ave felt to the same extent as St. Vincent de Paul the shpernatural value of the priesthood and its essential importance the Church as the source of Christian life. He had in com-mon with his great contemporaries of the French school a most tender devotion to the mystery of the Incarnation and to the Priesthood of Christ; nevertheless, inspired by his own pastoral experience, he gradually develgp.ed spirituality of his own which was directed immediately towards the practical pastorate and was sustained by an ever.more earnest zeal for,the salvation of souls. His out-look ~ras determined by concrete cases and showed itself in various ways, but it was always based on this funda-mental principle that the priest is the man whom God has selected and called to participate in the Priesthood of Jesus Christ. His task is to continue the work of redemp-tion and, animated with the spirit of Christ, carry still fur-ther .the work which Christ has done and in the way He has done it. For St. Vincent de Paul, our Divine Lord is above all the Savior of mankind and the priest must be another savior who continues His mission of salvation. Therefore he clearly saw. tha_t, the firs5. qualit~ies a prie~st should possess are an ardent charity and apostolic zeal and that if the love of God be the soul of priestly activity, the object of that love must lie in the salvation o~ rfien. See how the saint emphasizes effective love of God: Let us love God, my brethren, but at the cost of our toil and the sweat of our brow. For it often happens that' the various affective acts of the love of God and the interior motions of tender heart, even if they are good and. desirable, are none the less suspect if ,t.hey do not result in effective love. Our Lord Himself says: 'In this is my Father glo~ifidd: that you bring forth very much fruit" (Jn 15:8). w~ must be on our guard be-cause there are many who think that when their exterior de-portment is correct and they are: filled with great sentiments tqwards God that they have fulfilled their duty; but.when they are confronted with the practical work of the apostolate their inadequacy is made manifest. They flatter tti~mselves with their lively imagination; they'are content to converse sweetly with God in pra~er; they even talk the language Of the~ angels; but outside of this when it is a. case of working for God, when.is a case of suffering, of mortification, of instructing the poor, of going in ~earch of lost sheep, of being content'under l~ri~,tions, of a~cepting illness and bther misfortunes, alasl they are not to be counted on, their codrage~fails. Nol Nol We must not deceive ourselves: our whole jqb consists in working.1 a St. Vincent de Paul, Correspondance, entretiens, documents, 162 edited by P. Cost~ (Paris: 1919--25), 11, 40-1. .We c~n say, then, that St. Vincent de Paul sees the priest in- the light of his ministry for souls, souls who are buried in.ignorance of the truths of the faith, souls who are in a state of sin. Or better still, he sees the priest in the light of his service of Christ Himself~' th~it Christ whom the saint kriew how to perceive clearly in the suffering members of the Mystical Body, .even though immersed in the most ab-ject spiritual and bodily misery.- His intense activity consisted in the continual oblation of himself for love of the.God whom he saw and loved in his brethren. Was this activity separated from prayer and from union with God? Such a thought would be the great-est affront to the saint bf charity, since the fire he en-kindled. in others, he had first drawn from the heart of God Himself. We can not do better than to continue the above quotation where We see how graciously the saint treats of the point in'question: ~ There is nothing more conformable to the Gospel than for us to accumu_lafe light and strength for our own souls in prayer, spiritual reading, and solitude, and then to bestow on men this spiritual food. In doing so, we are following the example of our Lord andHis Apostles; we are uniting the task of Martha to that of Mary; we are imitating the dove which itself takes a part of the food.it has gathered for its own nourishment and gives the.rest to feed its young. This is what we must do. This is how we must prove to Gbd that wd love HirfiNthrough the mh.dium"of~ our good works? The aspect'under which he loved to think of the Savior is that foretold, by the Prophet and used by Christ at the beginning of His public lifein reference to Himself: "The spirit~of the Lord is upon me. Wherefore he hath anointed me to preach the gospel to the poor, he hath sent me to heal the contrite of heart, to preach deliverance to the cap-tives, and sight to the blind, to set at liberty them that are bruised, to preach the acceptable year of the Lord and the day of reward" (Lk 4:18-19). The poor, those in tribula-tion and distress, were indeed the special care of Vincent de Paul even if he did not exclude any social class from his apostolic work, seeing it to be his duty as a priest to work for the salvation of all. But to the poor and humble he cer-tainly showed his preference. For them his love was bound-less; it was a love which has given us the most glorious pages, in the annals of Christian charity. They were his principal concern in his reform of the priesthood. "Make good priests" a favorite expression of his meaning "Make holy priests"--signified for him a bringing back of the clergy particularly to their mission of preaching by which th, ey would rescue the people from their ignorance of the truths of the faith and lead them away from sin. By means of this he established an indissoluble link between the See the preceding note. ÷ ÷ ÷ Ecclcslasticai Formatio~ VOLUME 2~ 1961 163 ÷ Sacred Congregation ot Seminaries REVIEW FOR RELIGIOUS 164 priesthood' and the laity: good priests mean a good laity; ignorant or sinful priests are their ruin. From this unify: ing principle, "As the priest, so the people," were derived all St. Vincent's projects for the formation and sanctifica-tion of the clergy: the Congregation of the Mission, for ordinands, the Tuesday conferences, clergy re-treats, and especially the establishment of seminaries. his innovations bore the stamp of God's approval, for hav-ing first given himself up to humble and unceasing prayer he then went forward with his plans slowly and carefully so as not to jeopardize, as he used often say, the work of God. That was in fact characteristic of the man: to ensure that in every undertaking, big or small, he followed will of God, avoiding all forms of impatience which is detrimental but especially so in the carrying out the designs of God. This accounts for the qualities of en-durance which characterized his work. He sought God's will in all things, straining with the single-mindedness a saint towards the perfection which was his ideal for priests. Selection and Evaluation of Candidat.es The reply of St. Vincent to those who were proposing one of his own nephews for sacred orders out of motives not altogether praiseworthy is well known. He s~tid: "F~my part had I known at the time when I haft the rashness to enter the ecclesiastical state what I subsequently learned, I would have preferred to work in the fields than to go forward to such an awe-inspiring state." If we can see here evidence of the saint's constant and profound hu-mility, we can also see an indication of his very great reverence for the priestly vocation. In those unfortunate days when men entered the priest-' hood for motives, other than the wish to serve God and save souls,. St. Vincent's only preoccupation was to prevent from such an unworthy course those "who make the just weep tears of blood." Clearly the reason for his care was that "God gives the graces needful for this hgly state only to those whom, in His goodness, He calls,''3 "Those who enter there without His call would seem to be lost.''4 In these and similar quotations there is obviously evidence of Jansenistic pessimism; we know well St, Vin'-' cent's undying hatred for the harm caused by this teaching and the part he played in its condemnation. Of course, th~ fact is that he saw the priestly vocation through the eyes a saint--in other words, in its true supernatural light. Each priest is individually chosen by God who gives St. Vincent de Paul, op. cir., 6, 155-56. St. Vincent de Paul, op. cit., 5, 569. qualities necessary for his state and the graces to live up to its obligations. It was, therefore, with the express inten-tion of testing the genuineness of vocations and making them effective for leading souls in the path of justice and salvation, that the saint applied 'himself with:unflagging zeal to the establishment of seminaries formed on the Zri-dentine decrees. His first difficulties and reverses in no way daunted him. ., The seminary is of necessity a place of selection and for-mation where~the Church lays on superiors the onus of picking out those really chosen by God in, order that these may be'brought to the height of perfection demanded of them fbr the profitable exercise of their ministry in the world. Selection and formation, therefore, are two essen-tial factors of a seminary which can not be changed. The Church d~mands that this be recognized at all times and under all circumstances. She is guided by Divine Wisdom in the adoption of new methods and their adaptation, de-ciding with loving care how to meet changing conditions. She can never afford to compromise, her fundamental at-titude when dealing with seminaries; according to their state, she flourishes or declines. 'The priesthood is such a high calling, it demands so fine a character, it confers such great powers that it must be the result of a special choice, a special vocation from God. This special vocation is essential to those who are to receive the dignity and exercise the prerogatives of the priesthood. It follows that both the student and the Church should make it their business to find out what the will of God is in each individual case: the student that he may not lightly intrude himself into a state of life so exalted and to which he can lay no claim, the Church that she may not take the risk Of conferring orders on one who has not the necessary requirements. The Church has the strict obligation to seek the signs of a true vocation in all who feel themselves called to the sanctuary. She must make sure, at the same time, that they have the quali-ties which will enable them worthily and efficiently to ful-fill their office. We know that whenever God lays on men such exalted duties and responsibilities, He gives to those so chosen sufficient graces to enable them to carry them out worthily. The candidate puts himself, forward for the judgment of. superiors. It is for the superiors to judge and act accordingly. This scrutiny begins from the time a student first enters the seminary. It ends either with his ordination or with his dismissal as soon as it becomes apparent that he is un-suitable. Each superior in a seminary has his own particu, lar sphere but each, by reason of his sacred trust, has a twofold office. He is to be an educator in the daily task of making a new man out of each of those entrusted to his ÷ + + Ecclesiastical Formation VOLUME 20~ 1961 165 + 4. 4. Sacred Congrega6on oy Seminaries REVIEW FOR RELIGIOUS charge; and he is to be a judge as to whether they are corresponding to the graces they have received, as to their progress or otherwise, as to the evidence of further physi-cal and spiritual develolSment, and. as to their resistance to or inability to profit by the work of formation, it task which can not be shirked. The superiors, in their ac-tions, must be guided by the light of God to whom hearts are open and whom all hearts obey. To evaluate a vocation properly, it is indispensable know the student's whole personality. Taking qualities and abilities singly, considering weak points and defects in isolation, it is possible to be seriously mistaken. These elements must be considered under the aspect of a per-son's whole character-only thus can~ they be viewed their proper light. If we are to reach a-correct judgment on the vocation of candidates for the priesthood, we must not base that jtidgment on first impressions of a particular facet of their character. Rather, we must strive to see the whole person and thus we can reach a balanced estimate of the particular elements which form the,total character. There is a fundamental element in every person from which all the facets of his character spring.It follows, therefore, that the. superior's energy must be directed a profound study of each individual student, maximum importance to,the resourceful energy of the mind which is called will power. For example, some brilliant personalities at first make ¯ very favorable but often they are inconsistent characters who lack the necessary stability and will be unable to face tomorrow's temptations and the great trials of life ahead. They will fall victims to fatal weaknesses altogether much for their defective will power. At other times a. close scrutiny can reveal as' unjustified'the esteem held up then for .the piety or at least the devotional piety of youth who~ otherwise showed no great strength of:'charac-ter. We speak of that apparent piety which is the uncon: scious refuge of the intellectual and spiritual pauper who, once his environment is changed, will stand revealed in his weaknegs, We would insist that superiors watch closely over un-stable natures to see whether this weakness springs only from the youth of the students concerned. This will especially apparent in adolescents. On the other hand, may be a permanent defect of character, as in a youth who will apply himself to a hundred tasks without seeing through to its completion. He may be a pefson of nervous temperament, always vacillating and undecided, who puts one in mind of the: basic neurosis underlying these symptoms. Such characters as ~these, the products of, a world in ferment almost to the point of frenzy, can be blamed for their condition, but they are certainly the most suitable candidates for the ranks of the priest-hood. This requires a strong and even temperament, one ready to endure any sufferings and to take any risks for the advancement of God's kingdom. Therefore, both the who!e.personality and the. many individual traits must be thoroughly.examined, with par-ticular attention being paid to psychological and emo-tional stability. The superior is dealing with the realms of the spirit where the meeting.~of God with man is the inti-mate personal; responsibility of each individual; he must tread warily, making constant use of humble prayer, ap-proaching God with reverence, waiting and listening and sensitive to the-manifestations of His will. Supernatural means must always take the first place, but the aid which the sciences of the educationalist and the psychologist af-ford should not be forgotten. When one's own experience does not suffice, a specialist should be called in. This, of course, must involve no compromise of the faith and nothing which is contrary to Catholic morality must be countenanced. We can never be too careful in such deli-cate matters; this is especially~true because, as competent psychologists tell us, the mental maturity of modern youth frequently lags behind his physical growth---a trap for the unwary who would content themselves by judging from appearances. . In this matter, the Code of Canon Law, c. 973, §3, clearly lays down that there must be "a moral certainty based on positive arguments" . of the candidate's suitability. That is the judgment to be formed before a superior can with a safe conscience advance his candidates to holy orders. If it is impossible :to arrive at this moral certainty, the other rule must be applied, the r_ule stated by Pope Plus XI with equal clarity in his encycIical,letter .4d Catholici sacer-dotii of December 90, 1935: ", . in this [the Pope is speak-ing of dismissal from seminaries] they should keep to the most secure opinion, which in this case is the one most in favor of the penitent, for it saves him from a step which could be for him eternally fatal.''~ The. reason for this clefir~and uncompromising attitude must be evident to all who have at heart the good of the Church whose well-being depends on the qualities of her ministers. In her age-long wisdom, the Church has satis-fied herseIf of the real worth of these qualities, all the more so in view of the heavy burdens she places upon her ministers. Daily, every priest has an enormous weight of pastoral responsibility to bear. The various urgent prob-lems which clamor for his attention create tension and fatigue. He is beset with dangers at every step he takes in a world which is losing its Christian values and submitting ~Acta Apostolicae Sedis, 28 (1936). 41. ÷ + ÷ Ecclesiastical Formation VOLUME 20, 1961 ÷ ÷ ÷ Sacred Congregation ~o! Seminaries REVIEW FOR RELIGIOUS 168 to a paganizing influence. In view of this, it is no wonder that the Church exercises the greatest caution in the choice of those who are to be her priests. For the sake of her good name in the world and for the common good of the faith-ful, she can not afford to advance to orders even a single one whom she deems less suitable, such is the damage she might suffer at his hands. The unsuitable student of today is the unworthy priest of tomorrow. The Church must train up young men of sound moral fiber, ready to re-spond to the highest ideals, men of deep-root.ed convic-tions, prepared for sacrifice arid self-oblation. Only then does she feel confident in presenting them to her divine Spouse for the seal of ordination. Canon law carries a warning for those who have not a true understanding of the "tutiorism" clearly set forth in both general and par-ticular terms in many papal documents. They can not escape the penalty for defaulters with regard to the canon mentioned above. In fact, they are running a grave risk of "sharing in the sins of others:" All laxism must avoided and no other method or moral system may be countenanced which departs.from the line laid down, es~ pecially when it is a matter of making a final decision on student's ability to observe clerical celibacy. Undoubtedly, some otherwise sound moralists hold opinions which can hardly be reconciled with the "tutiorism" of papal pro-nouncements and repeated above. Unfortunately, there is no escaping the fact that 'in spite of the strict instructions of the Sacred Congregation of the Sacraments (Quara ingens of December 27, 19~0, and Magna equidem of December 27, 1955) not a few candi-dates without a true vocation have been admitted to holy orders. It is not a question of mistakes due to human falli-bility, since on examination of the hist6ry of many ship-wrecks, one becomes perfectly aware that clear indications of a lack of vocation to the priesthood could have easily been noticed during the period of training in the semi-nary. Besides, the Sacred Congregation itself has been able, through periodic apostolic visitations ordered in the vari-ous countries under its jurisdiction, to verify the.fact that not infrequently the fault lies in an inadequate sifting of candidates and the retaining in seminaries of students of little promise either from the human or from the supernatural point of view. It would seem that the policy of many superiors is guided by ~the sad state of dioceses which are hampered by a serious lack of priests. How can one act differently, one hears it asked, when we have not the necessary organization for pastoral work---even for the bare. administration of the sacraments? Is it'not per-haps better to have priests, even if they are not the best type of priests, as long as they provide ior the basic spiritual needs of the faithful? Such a utilitarian concept of the priesthood constitutes a denial of the very essence of the priestly vocation and the priestly ministry. Even if it is true that the efficacyof the sacraments does not de-rive from the goodness of the~minister, yet it is no less a fact that the building up of Christian life is closely bound up with the holiness of God's priests. Their mission, as seen from the Gospels, consists precisely in enlightening their flock and protecting them from corruption, not only iby means of grace, but also by the personal example of 'their lives (see Mt 5:13-14). We must not reduce the priest to the level of a mere bureaucrat of the things of God by ignoring his personal qualities and depriving him of the glory of his intimate union with Christ, a union which consists not only in sharing in His powers but also in copy-ing His virtues. This would be to deny in practice the in-escapable demands of the Catholic priesthood and its transcendent dignity. Preoccupation with numbers regardless of quality is clearly seen to be a mistaken policy. The admission to the sacred ministry of men who are only mediocre is a corrupting influence not only on the zeal of their fellow priests whose apostolic effort is thereby lessened but above all on thd intensity of the religious life of the laity. This last, of course, is a necessary condition for the birth of good and numerous vocations. It is' well to remember that in the ordinary course of events the appearance and develop-ment of priestly vocations d~rive from the personal action and example of the priest as from their instrumental cause. It is an undeniable fact that vocations flourish where there are real men of God~' SuCh men who believe in and love the sublime things they handle show forth in all its pure beauty the ideal which they preach. Acting as poles of attraction, they enkindle the spark of the divine call in generous souls who respond to living example rather than to mere words. Let it therefore be quite clear that preoccupation with numbers, whenever it tends to compromise quality, is self-destructive, slowly but surely drying up the sources of vo-cations and paralyzing the work of divine grace. It shows a weak faith, as we see from the vigorous words of Pope Plus XI, quoting St. Thomas Aquinas: Bishops and religious superiors should not be deterred from this needful severity by fear of diminishing the number of priests for the diocese or institute. The Angelic Doctor, St. Thomas, long.ago proposed this difficulty and answered it with his usual lucidity and wisdom: "God never abandons His Church; and so the number of priests will be always sufficient for the needs of the faithful, provided the worthy are advanced and the un-worthy sent away." . We reaffirm that one well-trained priest is worth more than many trained badly or scarcely at all. For ÷ ÷ Ecclesiastical Formation VOLUME 20, 1961 169 4, 4, Sacred Congregation o~ Seminaries REVIEW FOR RELIGIOUS 170 such would not be merely unreliable but a likely souxce of sor-row to the Church,° This Sacred Congregation, therefore, demands with all the force that accrues from its high mandate of watchful-ness, that the most exact and scrupulous care be taken in the choice of candidates. We exhort all those responsible for the task of selection not to minimize in the slightest degree, the wise rules laid down in this matter by Holy Church. Are we to allow ourselves to be overtaken in this respect also by'the children of darkness? We are well aware of the great care these latter exercise in the selection and training of those of their disciples who show the greatest natural gifts and display an ability to influence others; their intention is to use such men to permeate the masses and gain them for their own ends. It is a principle both human and divine that the fate of institutions depends on quality and not on numbers. "Gidedn, with an im-mense host at his command, a host seemingly ready to face any danger or difficulty, hears it said to him by the Lord that in great enterprises, one must count on few, not on many. Selection is the rule of existence, of progress, and of perfection.''7 Let us, therefore, rest our hopes on those alone who are chosen by the Lord. Filled with the spirit of Christ, these men will be the vigorous band who by the integrity of their lives and their burning zeal for souls, will,lead the people of God back to the pure.sources of Christian life, thus ensuring the growth of a vigorous generation of priests. The Training of .Seminarians "To devote oneself to making good priests and~ to co-operate to this end as the secondary, efficient, and instru-mental cause, is to fulfill the very task of Jesus Christ. Our Divine Lord during His life on earth seems to have taken it as His very special work to train twelve good priests, His Apostles; with this end in view, He deigned to stay with them some years to instruct and train them for this sacred ministry." Teachers in seminaries must, then, be intimately united to Christ and must give themselves com-pletely to Him, for their work is the priestly work par excellence, "the most difficult, the most sublime, the most important for the salvation of souls and the progress of Christianity.''s "To make'more perfect priestsl Who can understand' the sublimity of this work?"9 "To make good priests is the greatest achievement in the world; it is ira-e Ad Catholici sacerdotii, Acta Apostolicae Sedis, 28 (1936), 44. ~ John XXIII, "Discourse ~to the Students of the Roman Colleges," January 28, 1960, in Acta Apostolicae Sedis, 52 (1960),272. sSt. Vincent de Paul, op. cir., 11, 7-8. * St. Vincent de Paul, op. cir., 11, 9. possible to conceive anything greater or more impor-tant." 10 For St. Vincent de Paul, therefore, those who have the task of educating candidates for the sanctuary can only be described as the perpetuation of Christ in th.eo~ighest realms of the priesthood. Such m~n carry on the teaching work of our Savior, instilling into the youths called to fol-low Him, those principles which He Himself taught to His Apostles before He sent them out tO procla.,im the message of salvation before men. It follows from this that in the mind of the saint, the seminary must be nothing other than a school in which the students, by means of a fitting preparation, learn those things both human and divine which they will need later if they are to bring forth the fruits of salvation. But they must learn these lessons from their superiors who, for them, stand in the place of Christ and who must be capable of instilling in them the spirit of Christ. The saint's spirituality is vigorous, Some have even con-sidered it hard, but such people have stopped at the mere letter of his vehement teaching without considering the thought behind it. It is true that he never tires of preach-ing reunciation, sacrifice, and detachment from family and from worldly goods; he demands the unconditional surrender of the will; he condemns in no uncertain terms indolence and laziness; he. brands pride as the chief ob-stacle to the triumph of grace in the soul of the priest. He insists on penance as the undoubted means of bearing fruit in the sacred ministry; he exalts the value of suffer-ing, renunciation, sacrifice, and detachment fromrfamily, the complete submission of one's own spirit in order to possess the spirit of Christ. Here we have the pure teach-ing of the Gospel, untainted by compromise or human considerations. It is from the Gospel that the Vincentian method of seminary training gains its strength and vigor. If the saint demands renunciation and sacrifice, he shows them in the light of the love of Christ and of souls. He preaches death too but only as the gateway to a richer life; he too takes the shears to the vine to prune it, to cut away all that is disordered and superfluous, but it is in order that the plant may have a more vigorous growth; he too preaches immolation in union with Christ, but it is as a way of coming to the triumph of the Resurrection at Easter and to the fullness of the Holy Spirit at Pentecost. Because he was intolerant of any form of self-love, including that kind which is more subtle and capable of cloaking itself ambiguously under the most plausible pretexts, he had a heart as vast as the ocean, a heart which was most t~nder, always ready to sympathize with every form of misery, ~°St. Vincent de Paul, up. cir., 12, 14. + + + Ecclesiastical Formation Sacred Congregation of Seminaries REVIEW FOR RELIGIOUS 172 and to beat with a zeal which in him was a devouring flame. Worthy friend of St. 'Francis de Sales, he possessed the delicate virtues of meekness and forbearance; he could rise on the wings of the supernatural over the limitations of human nature and yet stoop with understanding to its weaknesses. He was the Good Samaritan who saw in hu-man nature the humanity of Christ. For this reason he looked upon it with serenity and kindness, seeing it as the necessary foundation on which the dignity of redeemed mankind had to be built. But being conscious of its weak-nesses, he would allow it no more than the role of a means, never that of an end: "For he that will save his life, shall lose it; and he that shall lose his life for my sake, shall find it" (Mt 16:24-25). It is often repeated, and not without truth, that prior to making priests, the teachers in our seminaries should make it their first care to train upright men. The purpose of this assertion is to emphasize the importance of human qualities in the full priestly personality. This is the sincere mind of the Church. She demands precisely the presence of notable natural gifts in formulating a positive judg-ment on the worthiness of candidates, and these are the foundation, the starting point, of the ecclesiastical forma-tion. A vocation does not involve the rejection of the hu-man qualities of man. On the contrary, it places the high-est value on what he is by nature and by grace. The God who gives the divine call is the same God who has be-stowed the gifts and who waits for the day when these talents show their increase (see Lk 19:22 ft.). Grace does not destroy nature; but, according to a Thomistic princi-ple so very fertile in the field of theology, it restores, puri-fies, elevates, and transforms nature. Moreover, it can even be said that, in the ordinary course of events, nature con-ditions grace inasmuch as the action of grace is facilitated where human qualities abound, whereas it is stultified where human qualities are lacking. Consequently, any-thing which is contrary to nature has no part in Christian and priestly virtues; and any educational system which dis-dains natural virtues, even though it be presented under worthy pretexts, would be unreasonable and confusing and fraught with dire consequences. It could become the rock on which the frail barks of many vocations, guided by inexpert helmsmen, would founder. Much more en-couraging is the exhortation of the Apostle: "For the rest, brethren, whatsoever things are true, whatsoever modest, whatsoever just, whatsoever holy, whatsoever lovely, what-soever of good fame, if there be any virtue, if any praise of discipline: think on these things" (Ph 4:8). A wise teacher, then~ conscious of his responsibilities with regard to his students and in the eyes of the Church, will consider with religious care the individuality of each one and will know how to accept, stimulate, and develop the precious per-sonal gifts of each character. However; there has arisen today even in ecclesiastical circles an excessive tendency to ghrink from these duties as educators and to submit ~' ~l~e iiadividualism df oi]r mod-ern youth who seem intolerant of all discipline. There is much talk of how the child must be prepared for future responsibility by reducing restrictions in the field of edu-cation. In the community as a whole, self-government, the vital spirit of democracy, and group decisions are widely praised. This involves an ever decreasing guidance or so-called "interference" from superiors. They accept, that is, if not in theory, at least in practice, the conclusions of certain authorities whose theories, though much in vogue, are nonetheless reprehensible: We may rightly include under this category, those modern theories which, though presented under different names, agree in regarding it as fundamental in all forms of education that children should be allowed to mold their characters entirely at their own will and discretion, Advice from teachers, or elders is rejected and no account is taken of any law of assistance, human or divine. '. Unhappy illusionl Claiming.to emancipate the Child, they enslave'him; they make him a slave to arrogant pride and irregular desire, to a pride and passion which, if their system is true, are to be approved as the needs of an autonomous human nature?a Such theories owe their origin to an over-optimistic con-cept of human nature. They do not appreciate the frailty and inadequacy of man, nor, in his fallen state, his need to be ruled if he is to achieve self-control. This is above all the case with adolescents and young people who are natu-rally immature and often lured by merely transient en-thusiasms and torn by conflicting emotions. "The same thing is not possible for one who has a virtue and for one who does not have it; so too the same thing is not possible for a boy and for a perfect man".''~s If they lack singleness of purpose and perseverance, our students will never be able to control their impulses. In all kindness they must be made to accept subjection to rule and to realize the force of law. In this way, they will acquire deep-rooted habits which will neither stifle thei~ conscience nor restrict their liberty, but which are, on the contrary, the source of freedom and a guarantee of its ex-ercise. There is no doubt that the authority of the su-perior should control the liberty of the student but always in an atmosphere of mutual confidence, active collabora-tion, and charitable understanding. Thus[ the student's development will not stop short at mere p~assive submis-sion, bu.___~t will go to the very roots of his personality. n Pius XI, Divini illius Magistri in Acta Apos,tolicae Sedis, 22 (1950), 69-70. = St. Thomas Aquinas, Summa Theologiae, 1-2, 9.6, 2. + + + Ecclesiastical Formation VOLUME 20, 1961 173 Sacred Congregation of Seminaries REVIEW FOR RELIGIOUS Therefore, we can not approve of the attitude adopted in some institutions where there is not the necessary in-sistence on the fundamental value of the rule in the for-mation of young men for the Church: Discipline is the rule .of life and the way of virtue. If a rule life is necessary for men in general, how much more necessary is it for those called to the priesthood. Therefore, the discipline of the seminary and the observance of rule, even on minor points, should be close to the heart of every student. Superiors are necessary just as Supervision is necessary, but clerics should behave and fulfill their duties without the need of a superior to watch over them.= ~'o ask young students still in the process of formation to carry out their many duties without the help of a full and'detailed rule, to refuse them the benefits of a well ordered discipline, is to leave them a prey to uncertainty and to deprive them 6f an atmosphere which would be most helpful to their own personal efforts. The daily "bearing and forebearing" of a rule observed in detail will bring much fruit. It will develop reserves of will power; will prepare characters of strength and perseverance; and it will foster balanced and methodical minds, minds which will be able to remain master of themselves and control the situations which inevitably arise from the clash with the difficulties of life. We repeat therefore: It is one thing take care that our students, while being obliged to carry out their duty even to the smallest detail, are imbued with right principles both human and divine such as will en-able them to assume responsibili'ty in the future; it is an-other to exclude or compromise the actual value of the obligation. If discipline is to be fully effective, individual teachers must not operate in isolation. On the contrary, one must work together with his colleagues, taking c~re, however, not to intrude unduly in the province of any other. With this collaboration and guided by like con-victions, all can work for the progress of the seminary as a whole. We do not intend to evolve these ideas fully here. But, unfortunately, we must take notice of the fact that natu-ralism seems to have penetrated even into some institu-tions for ecclesiastical training. This has been partly due to those who universally condemn the past as unsuited to the task of forming new generations of young priests and who eagerly search for "up-to-date" methods. Yet an-other cause is the rather fatalistic passivity of those who indeed regret in their heart of hearts this dangerous in-novation in the field of education but still accept it as the inevitable consequence of living in our times. In these instances, there is evidence of a gradual decline which ~ St. Plus X, "Discourse to the Seminaries of Milan," October 14, 174 1908, in Enchiridion Clericorum, n. 827. seems to be affecting every aspect of ecclesiastical educa-tion. The common factor in the whole process seems to be an apprecxable lessemng of the supernatural element. The true foundauons of genmne oecclestast.lca! education prayer, intimate union with Gbd, a spirit of mbrtifica-tion, humility, obedience, withdrawal, and. s.eparauon from the world are retreating ever more into the background to be.replaced by externahsm under the g~ ~se of chanty. The intention is to '~'understand" our' era and the new generation. In reality, it only means givi~ng way to its Shortcomings. One has the impressi6n that teachers, far from exercising restraint, have encouraged and even be-come. obsessed with what is novel and untried. They are concerned rather to grant what would most ~tplease the stu-dent than to insist.on what wouldbe most beneficial, and they have not the courage xo ask.for self-dehial and sacri-rice. ! ¯ But Christ asks for both ~self-~en~al and s crifice. "Deny yourself'.' (Mr 16:24) is at the root of all Hislteaching, and ~t contains the,key to the secret of Christiari vocation and above, all the priestly, calling. The priest is the man of sacrifice, chosen to fill up by his own suffering, sacrifices, and his daily self-immolation that which ~s wanting m the sufferings of Christ (see Col 1:1 2 ) . H . eI ~Socalled to,bear fruits of grace; but without the Cross therelcan be no re-demption (see Heb 9:22). He is called to be alshining'light, but this can only be if he is aflame,with the spirit of self-sacrifice. We need hardly say that this liker~ess to C~hrist, Priest and Victim, must begin in the semirlary.We well realize how long the road is and how strong the resistance of human nature, for many "follow Jesus to the breaking of bread, but few to the drinking of the chalice~of His Passion.TM It is essential, therefore, that ou} students be-gin their self-denial and sacrifices from the loutset. Thus they may come to understand the truth and joy contained in these, words: I But blessed is that man who fir thee, O Lord; abandons all things created; who offers violenc~ to nature and through fervor of spirit crucifies the concupiscence of. the flesl~, so that with serene conscience he.may offer to thee pure prayer and become worthy to be admitted among the choir of angels, having ex-cluded himself both exteriorly and interiorly[ from all the things of earth.~ ., Above all, we must insist on the conflict which Christ Himself emphasized, between His ~spirit andI the'spirit of the world, the world for which Christ did[not wish to pray since it was already permeated wit[i the[spirit of evil and hardened against grace. Therefore His o~n must not :: ~.hKOemma~S,~.'~e:sP.i~, Zmitation o, Christ, ~, 1,, 1. " " P'o , o ¯ I 4. + Ecclesiastical Formation . VOLUME 20, 1961 ÷ ÷ ÷ Sacred Congregation oy Seminaries REVIEW FOR RELIGIOUS be of this world, just as He Himself was not of it (see Jn 17:9 and 14-16; 1 Jn 5:19). They must appreciate that they are consecrated ~o the things of heaven and that al-though taken from the world, they are no longer of it. Only as they detach themselves from the attractions of the world, from its principles, from its methods and from its facile compromises, will they become the salt of the earth and the light of the world. They must be made to realize that a priest does not cut himself off from his own times simply because he refuses to accept their fallacies. In a word, "the man dedicated to the Church, walks indeed this earth, but his mind and heart must look to heaven.''le Likewise in the delicate question of the students' as-cetical training, it is necessary to move slowly and with discretion and to maintaina gentle but firm hand: "ford-ter in re, suaviter in modo" or, to quote our saint, "firm-ness and constancy regarding the end, sweetness and hu-mility regarding the meansY This simply means that we must go back to the' life and teaching of our Savior which, if well presented, exert an irresistible attraction on the minds of the young. Nothing can equal these pure founts. Our students must be led to a spirit of intimacy with Christ, they must live according to that spirit which brings truth and freedom. They must believe in Christ with that strong faith urged by St. John (14:1), that faith which im-plies an unquestioning acceptance of His word, complete. confidence in His help, and a loyalty and correspondence with grace, even to forgetfulness of self. Through 'their daily contact with their Divine Master, they will be im-pelled to be more like Him (see 2 Cor $: 18), to assume His spirit, and thus gradually to achieve "unto a perfect man, unto the measure of the age of the fulness of Christ" (Eph 4:13). This seems to us to be'the royal way, in fact, the only way, in which our students can be made into the apostles of the future, "perfect men, furnished to every good work" (2 Tim 3:17), who will contribute successfully towards "the edifying of the body of Christ" (Eph 4:12). In fact, zeal for souls has always been nourished by a deep spiritual life and by a mortification which is wholly directed to- Wards personal holiness. But there is always a danger of destroying in a short space of time what has taken much labor to prepare. We are referring especially to the impatience, so common these d~ys, whereby our young students are submitted too easily and without the necessary precautions to trials which are beyond their strength. The aim of this, it is said, is that they may become aware of the surroundings 1e John XXlII, "Discourse to. Roman Colleges," in ,4cta Apos- 176 tolicae Sedis, 52 (1960), 262-70. advocate this method deceive themselves inl thinking that I in this way they are securing students against the dangers they are bound to meet with and that at ~he same time they are arousing in them at an early stage, [ m action and by action," the spirit that must animate their future apostolate. Yet they flatter themseh, es th~,t the diocese will thus be supplied with better priests; priests who from the beglnmng of their pastoral work will b'~e able to pro-duce more results and better results; priests who are .in the public eye, leaders of men, who are inla position to bear faithful witness to the Gospel. This policy of haste is not only based on a!mistaken ner-spectlve, ~n so far as it gxves first place to what must neces- I sarily take second place both in importance and in se-quence; but m addmon ~t presupposes somethang whxch does not exist at all, namely, a sp~rxtual, ~nt~ellectual, and moral maturity that is essential if this exper~.ence of which we speak is to be of profit. What is more, it distorts the nature and aim of the seminary as conceived by the Church's legislation. The seminary is not a~ad never can be a place for testing theories and still le~ss a training ground for dangerous and compromising actxwues. It can be nothing other than a home for deep ~piritual and intellectual formation. O1: course, the futureI apostolate is and, must be a source of inspiration, but anyI practical ex-perience must come by degrees and only when the student has reached the requisite standard. Such is th~ mind of the Popes. They are so concerned with keeping the true aim of the seminary intact that they visualize a particular in-stitution with the specific task of initiating the young priests into the various fields of the apostolat6. In this way the transition from the quiet of the seminary is brought about naturally and, with a more adequateI preparation in theory and practice, the danger of eventual spiritual unbalance is precluded,x7 | TO destroy the whole balance of the life~of our semi-naries and their proved worth on the plea of a~n imaginary "apostolate of action" must of necessity do ~mmense harm~' Indeed, it is to be feared that, if priests of t~e future are trained by such a method based on activity, they will not be able to perform really fruitful apostolic ~lwork. They will not be able to surmount difficulties andl discourage-ment and will fall an easy prey to the moral ihstability of ttle restless and treacherous world in which ~ve live. Ex-perience teaches that the bridling of the passions is an interior achievement that must be accomplished in the secret depths of the soul. It takes place slowly ~nd only by a~ See Menti Nostrae (Acta Apostolicae Sedis, 42 [1950] 691-92) and the motu proprio Quandoquidem (Acta Apostolicae S~,dis, 41 [1949], 1.65-67). 4. Ecclesiastical Formation VOLUME 20, 1961 ÷ ÷ ÷ Sacred Congregation oJ Seminaries REVIEW FOR RELIGIOUS means of reflection and recollection. If we allow our stu-dents to throw themselves into external activity, if we leave them free to indulge in that kind of enthusiasm which could easily lead them away from their strict but necessary life of piety and study--even if it is to gain experience of the apostolate---does it not mean, perhaps, that we are drawing them away from their day to day formation which is nourished on prayer, study, and sacri-fice? And at length when their training in the seminary is at an end and they have to face the serious reality of life without sufficient preparation, is it not to be feared that passions suppressed but'not truly subjugated will return? The results of such an education can be observed while still in the seminary. A weakening of piety, a lack of in-clination for all forms of study and especially for specu-lative thought, a discipline that is undermined at its very foundations, and, above all, the appalling superficiality that is found in various branches of education--surely these things are incapable of producing true apostles for the Church. Here we can appropriately quote a saying of St. Vincent de Paul. It can serve as a general rule of- be-havior but it has a special value :when applied to educa~ tion. "Good works fail because people act in too great haste, because they act on their own impulses. This haste has the effect of obscuring the mind and reason and pre-sents the object as possible and opportune. It is not so, and subsequent failure makes it evident.''is Accordingly, rather than use doubtful methods to train a priest just for the present, we must make every effort to form one who will be a priest forever. Conclusion I Your Excellency, before concluding this present letter' in which we have sought to express our concern on cer-, tain matters, we can not but address a last word to the teachers in our seminaries. Whatever position they hold, they are well aware of the seriousness of their duties and of the great responsibility "they bear before God for their students, whom they are seeking to train for the high office that awaits them. In this .unremitting yet hidden toil, which often brings little human satisfaction though it earns much merit, they must never forget their great aim. We are all fully convinced of the importance of en-vironment. Therefore the good will of the students must be encouraged and they must be helped at every stage, of their path towards priestly perfection with all the a.ssist: ance they require. Above all, we would wish that the golden words of Pope Leo XIII be engraved in the hearts of all: 178 nSt. Vincent de Paul, op. cit., 4, 122. n their own field, a personal example of a full, priestly life. l'he example of those in authority, especially for the young, is he most eloquent and persuasive way of convificing them of heir own duties and of fostering a love of wrtue. It is good then that teachers in our semin~aries should se outstanding for their natural gifts, w.hich can win for hem the esteem and trust of their pUpils.°But~ at the same ime, they must realize that natural qualities hnd achieve-nents are of httle use ff they are not ammated by a deep plr~tual hfe. Only th~s can ensure that their work will be ,f real value and bear fruit. The Dlwne Maste.r who dwells n our hearts and speaks to us there "Christ is our ! eacher and He is within us"=0--will be ev, er ready to ,less, increase, .and perfect their work which, by the "rovidence of God, is destined to spread thd mystery of ~Iis Love. We are certain that Your Excellency will ~.ee that this etter be brought to the attention of the superiors of your emmary for their careful cons~deranon. At the same ume, -¢e gladly take this opportunity of express~,ng tO Your ;xcellency our feelings of highest esteem. Rome, Sep-ember 27, 1960.] Yours devotedly in our Lord, JOSEPH Cardinal PIZZARDO, Suburbican Bishop of Albano, Prefect. DINO STAFFA, Titular Archbishop of Caesarea in Palestine, Secretary. Leo XIII, Fin dal principio in Acta Leonis XIII, 22, 254-55. St. Augustine, In lo, 5, 19 (PL 35, 1557). ÷ ÷ ÷ Ecclesiastical Formation VOLUME 20, 1961 179, JAMES I. O'CONNOR, S.J. Some Aspects Religious Authori9 ÷ ÷ ÷ James I. O'Connor, S.J. is professor of canon law at West Baden College, West Baden Springs, Indiana. REVIEW FOR'RELIGIOUS In the Church there are different kinds of authority, One form of authority is called jurisdiction and is the pub lic power of ruling or governing others. It is called publit because it is a power belonging to a perfect society for tht direction of its subjects to the end for which the saic society was constituted. Thus defined, it is a power which belongs both to the State and to the Church. If we narro~ our consideration to jurisdiction in the Church, we can de fine it more fully as the public power of a legitimate su perior, granted by Christ or by His Church through ~ canonical mission, of governing baptized persons to tht achievement of their eternal salvation. This power, native to the Church by reason of its con stitution as set up by Christ, can be and is shared by tht immediate or constitutive parts of the Church by reasor of a canonical mission for the attainment of the purpose o~ the Church. Immediate parts of the Church are diocese: and the clerical exempt religious institutes, As a result! local ordinaries and superiors in clerical exempt religiou: institutes possess true jurisdiction, although the bases art different in each case: in the first case, it is territorial; ir the second, personal. Other moral persons in the Church do not possess juris diction because they are not immediate divisions of tht Church; that is, they are subject to the authority of ar immediate section; "examples of such are parishes, none exempt religious institutes, and so forth. Consequently~ such divisions are sometimes called mediate sections of tht Church. If such a division has jurisdiction, it is by specia~ grant, not by reason of its nature. Within the perfect society which is the Church, w~ find also other societies which are imperfect in the sens, that they are not self-sufficient and are not independen'li although they have a purpose of their own which, how. ever, is a means to obtain the purposes of the Church. Ex amples of such societies are religious institutes. Therefore, ander different aspects, clerical exempt re'ligious insti-tutes are both immediate and mediate sections of the Church whereas all other religious institutes, are mediate ~ections only. Just as the Church in itself and in its cons,ututive divi- ,ions has authority to govern its subjects (and such power I s called jurisdiction), so also the mediate secuons must have and do possess authority for their proper govern-ment. Since this latter authority ~s not jur~s~hct~on, It ~s :alled dominative power. Both types of powerlor authority are set down in canon 501, §1 of the Code of Canon La¯ w: 'The superiors and chapters, conformably to the consu-tutions and to the umversal law, have dominative or .z°vernin~'o~-r~°wer over their sublects,o and .in eve~ ~ exem p t :lerical institute, they have ecclesiastical jurisaiction in both the internal and external fora." ~i UP to the present century, by way of to juris-cfion as a 'public power to govern, dominhtive power as often called a private power. It was calledI dominative power because it was understood as the power or force .~xercised not only on the matter or content ~of the com-mand- theth "ing to be done or not to be done--but also ~n the will of the subject so that the will oflthe subject igree with that of the superior. Perfect s.u~bjection or ibedience brings the intellect of the subject xn,to harmony qith that of the superior insofar as such subjection may )e possible ~ in view o~ the evidence presented to the in-ellec~. By way o[ further distinction, a third kind 6f authority vas recognized by some writers. They called ~it domestic ~ower or authority. This is the power, for exar~ple, ~vhich ~ religious superior exercises over lay peopleI who work or the community; it is also the power of a ~resident of ~ commercial firm, or the supervisor of a hospital floor or . he head o[ a department has over the employees, It is the ~ower or force over the matter or content of the command ,nly--the thing to be done or not done; there ~ no power ,ver the will, much less over the intellect of th~ employee. While these were the usual distinctions of r~ligious au-hority, they did not cover all the authority of a religious uperior, even in a non-exempt institute. A r~,ligious su- ,erior has authority over many things which ,do not fall .nder dominative and domestic power as described above. 7h ose powers all deal w"~th phy"sical persons~, iwith in" d~- iduals. Some illustrations of a religious superior's au-orxty not exercised over lnd~v~duals as such, at least dl-ectly, are the following: admission to the no,~t~ate and ~ religious profession; limited power to dispense from n.pediments to such admission; administration, of the re- .g~ous community as such; administration of the tern- Religious Authority VOLUME 20, 1961 + 4. 4. James I. O'Connor, S.J. REVIEW FOR RELIGIOUS 182 poralities of the entity over which one has authority, example, to contract loans, negotiate sales, lease property and so forth. What kind of authority is this in the case a superior in a non-exempt religious institute? For centuries it was very disputed among canonist., whether such authority was part of the dominative powel of religious superiors.1 Spearheaded by Father (now dinal) Larraona,~ the opinion that such authority was anc is part of the dominative power of a religious superiol gained ground in the present century. As a result, the olt description of dominative power as a purely private powel had begun to fall by the wayside and certainly seems belong there in view of a rather recent reply from tht Holy See. The power in a society has to correspond to it nature. That nature is public since religious institutes art set up by pontifical authority .as a public state of life More%ver, the Church through lawful representatives r ceives-the vows of such religious and these vows are publi both in themselves and in their effects (Canons 488, 1° 1308, §1). Canon 501, §1 acknowledges only two kinds o authority in religious life: jurisdiction and dominativt power. Since in a non-exempt institute the authority is no jurisdiction and since the power over such things as tern poral administration is not a private power, dominativt power must now be classified in two forms: public ant private. Relative to jurisdiction, many questions can arise; fo~ example, kinds of jurisdiction, delegation and subdelega tion of jurisdiction, conferral of jurisdiction in cases whert a doubt is had as to whether a person possesses or cat possess jurisdiction, conferral of jurisdiction on a persor who objectively does not have it but is commonly believec to have it. All these, as well as some other aspects of juri diction, are nicely provided for in canons 196 to 209. N such provision was made in canon law for correspondin' questions pertinent to dominative power. Nevertheless the same questions.and problems can and do arise fo non-exempt religious superiors. All the discussions which proposed solutions to suc] vexing questions were finally brought to an end by al affirmative reply of the Pontifical Commission for th Authentic Interpretation of the Canons of the Code c Canon Law. An affirmative answer was given on March 2~ 1952, to the question: "Whether the prescriptions c 1Those interested in this dispute and the development of th notion of dominative power are referred to a study by the preser writer, "Dominative Power of Religious Superiors," which was pul fished in The Jurist, 21 (1961), 1-26. ~ "De potestate dominativa publica in iure canonico," in Congressus luridici Internationalis, v. 4 (Rome: Pontificium Insl tutum Utriusque Iuris, 1937), 145-80. canons 197, 199, 206-09, concerning the power of jurisdic-tion, are to be applied, unless the nature of the text or context of the law prevent it, to the dominative power which superiors and chapters have in rehg~ous institutes and in societies of men and womenliving in 'common with-out public vows?''a Many religious superiors seem never to'.have heard of this reply, much less of the canons cited, their wording, and their interpretation. Therefore, we shall :first give an Enghsh translauon of those canons, substa, tuung dorm-native power for jurisdiction so that it will be easier to read, understand, and, later, comment upon them. Canon 197, § 1. Ordinary dominative powei: is that which the law itself attaches to an office; delegated]power is that which is committed to a person, §2. Ord:'.nary power can be neither proper or vicari-ous. Canon 199, §1. One who has ordinary dom,inative power can delegate it to another totally or partial,ly, unless the law expressly provides otherwise. §2, Moreover, dominative power which ,has been dele-gated by the Apostolic~ See can be subde~egated for a single act or habitually, unless the delegate was chosen be-cause of his personal qual,ficauons or subdele.gatmn is for, bidden. §3. Power delegated for a whole class of. cases by one who has ordinary power but is subordinate t0 the Roman Pontiff can be subdelegated in individual cases. §4. In other cases, delegated dominative power can be subdelegated only if subdelegation is expressly permitted. §5. No subdelegated power can ~n turn be subdele-gated unless the power to do so has been expressly granted. Canon 206. If several persons have been d~legated suc-cessively, that one must execute the busines~ whose com-mission was given first and has not been expressly re-voked by a later rescript. Canon 207, §1. Delegated power ceases to exist: by fulfillment of the commission; by lapse of time or by exhaustion of the nut Lber of cases for which it was granted; by cessation of the reason for the delegation; by revocation by the delegator together with lirect notice to the party delegated; or by renunciation on the part o[ the one d, elegated to-gether with direct notice to and acceptance ~by the dele-gator. However, delegated power does not cease with the expiration of the authority of the delegator ekcept in the tw~ cases mentioned in canon 61 . 8Acta Apostolicae Sedis, 44 (1952), 497; T. Lincoln Bouscaren, S.J., Canon Law Digest, v. 3 (Milwaukee: Bruce, 1953), 73. + 4. 4. Religious Authority VOLUME 20, 1961 183 4. 4. ]ames I. O'Connor, $.]. REVIEW FOR RELIGIOUS 184 §3. When several persons have been delegated cor-porately, if one of them loses his power, the delegation of all the others also expires, unless the contrary appears from the tenor of the delegation. Canon 208. In accordance with the norm of canon 183, §2, oidinary power does not expire with the expiration of the authority of the person who conceded the office to which the power is attached. However, it does cease with the loss of the office and is suspended by appeal made ac-cording to law, unless the appeal happens to be made with-out suspensive effect, saving the provisions of canons 2264 and 2284. Canon 209. In common error or in positive and proba-ble doubt of law or of fact, the Church supplies dominative power for the external forum. We shall now give some commentary on each of these canons as well as illustrations of their application and non-application. Canon 197 The word ordinary here is a technical term and is not to be confused with our everyday usage of the word as meaning usual, regular, habitual, and so forth. For power to be ordinary two things must be verified: 1) the power must be given by the law itself, whether that law be the Code of Canon Law or the constitutions, which are the particular law of the religious institute; 2) the power con-ferred by this general or particular law must be attached to an office in the institute. An office, as canon 145, §1 tells us, is a function permanently established by divine or ecclesiastical ordinance, conferred conformably to the sa-cred canons, and carrying with it some participation in ecclesiastical power of orders or jurisdiction, or (now in virtue of the 1952 reply) dominative power. Thus, the power of a superior to govern the house or the province or the whole institute is ordinary dominative power be-cause the power is conferred in canon 501, §I of the code and is attached to the office of superior, no matter who may be the incumbent .in the office. The details of that power are partly spelled out in later canons of the code and partly in the constitutions. Some examples of ordinary power from the code are: government of the community over which one is superior; administration of the temporalities of the entity in which one holds office; admission to novitiate and to religious profession; limited prolongation of postulancy, novitiate, and temporal profession; anticipation of renewal of tem-porary profession; change of cession and disposition of one's property; admission of outsiders into cloister in certain instances; egress of religious from cloister under certain conditions; exclusion from renewal of temporary vows or admission to perpetual vows; in all communities, the conduct of the preparatory process fo~/ dismissal of perpetually professed members and, in diocesan law in-stitutes, also that for dismisSal of temporaiily professed members. Not every superior ~has all these powers: some be-long only to the superior general; others ark had also by provincials; still others are possessed by the 16cal superior. Just which superior, alone or conjointly with! another, has these powers must be learned: from reading ~he code and the constitutions. ~i. Some common examples of ordinary power from par-cular law, that is, the constitutions, are: reception of isitors; going out to visit; making trips; dispensation from disciplinary articles of the constitutions; and ]o forth. The details determining the exercise of such po.wers will, in each case, have to be gleaned from the constitutions. Delegated power is defined in the canon. It is any power ~or ta bueth iomriatyg iwnehdic, hw iist hnoout to crdoinnsairdye.r Dinegl etghaet ep~lr psoonw eorf cthane ~lelegate whereas ordinary power can be conceived even though nobody holds the office to which the law attaches ~1 e authority. Ordinary power ~s inherent ,to the office; ~elegated power must always be invested in aI person. r Delegation is conferred by word of mouth or in writing wh l"ch may be the written law itself or some other form of ocument or rescript. A rescript ~s s~mply a written reply to a question or petition. Delegated authority must always be given expressly. Express conferral may be explicit or implicit. Explicit :lelegation is had when the superior in so many words nforms another that he is hereby given suct~-and-such a ~ower or faculty or authority. Implicit delegauon is ~ower of authority or a faculty which ~s not conferred in o many words but which is contained witl~in another ~ower or faculty explicitly conferred which, m turn, can ~ot be exercised either at all or, at least, not ade-quately unless the other power or facul'ty is also ~ossessed. In such a case that other power or faculty s implicitly conferred. Thus, for example, a supe- "ior delegates a subject to investigate a t~oublesome ~tuauon and take care of it. This is explicit delega-ion. When the investigation is made, the delegate finds hat the effective way to correct it is to revoke ~ delegated aculty of the party concerned or to impose a penance. qowever, the superior did not tell the delegate he had he power to revoke in one instance or to punish in the ~ther. Nevertheless, since the superior delegated the per-on to take care of the situation, implicitly ~e thereby lso delegated to him all the power necessary to effect that vhich was explicitly delegated. Delegated authority is not to be confused with pre-÷ ÷ ÷ Religious Authority VOLUME 20, 1961 185 + lames I. O'Connor, S.]. REVIEW FOR RELIGIOUS 186 sumed authority. In the case of presumed authority, the person making the presumption can not contact the party having the authority. Further, after weighing all the cir-cumstances and what is sincerely believed the superior or official would do if asked, he draws the conclusion that the authority would be granted if the superior or official could be contacted. Such action is very different from the express grant of authority made by the superior or official to a definite 'person or group of persons. What power can be delegated will be taken up under canon 199. Ordinary power is said to be proper when it is possessed and exercised in one's own name. Hence, the authority given by the code or constitutions to the superior general, the provincial, and the local superior is both ordinary and proper. Vicarious power is ordinary because the law, especially the constitutions, provides for the office of vicar and the authority of the vicar is determined and conferred by the law itself. However, vicarious power differs from proper power in that the former is not exercised in one's own name but in the name and according to the mind of the superior whose vicar this party is. As a result, when the superior can not discharge his office, for example, because absent from the community or because confined to his room by sickness, and so forth, the vicar becomes acting su-perior and has most, if not all, of the authority of the su-perior. But this authority must be exercised as the supe-rior himself would exercise it. Consequently, the vicar may not take advantage of his position to change the policies established by the superior, even though the change may be desirable. Likewise, he can not grant a re quest which has been already refused by the superior. Moreover, as soon as the superior is again able to discharge his office himself, the power of the vicar ceases because the function of the office of vicar ceases. Vicarious power and delegated power are alike in that in both cases the power is not proper and so is exercised in the name of another. These powers are unlike in tha! vicarious authority is annexed by and spelled out in the law whereas delegated authority depends totally on the will of the delegator as to what authority is possessed. Th~ two forms of power also have different norms as to when and how they are terminated as will be seen by comparin~ canons 207 and 208 as well as what was said above abou~ the cessation of vicarious power. In the light of these distinctions between delegated, Vi carious, and proper power, it seems worth while notin~ that in orders and congregations having a hierarchica form of government, the local superior in regard to hi own community is not a vicar or a delegate of the pro vincial or general superior. This point is explicitly se down in article 312 of the Normae drawn u~ by th Sacred Congregation for Religious. Some . superiors seem not to be aware of the position legally held by the local,superior. This Is especially, true when, the major su-perior drops in~ on the local community either merely for a stopove;,or for a canonical v, isitation. ThE local superior is and remains the true superior of the lo~al community and still possesses and has the right of exercise of all the authority cgnferred on a local superior byI the code and by the constitutibns; The Norma~ in article 265 e~plicitly state thav a provincial or general superior ,can not at the same time be a 19cal superior. A very immediate~and logi-cal ~onclusion follows from tha~t premise: Itherefore, the major suoerior can not take over the functions of a local superi~r.'O'ne,can not.lawfully discharge tl~e function of an office one'does not and ~n h~t ha~. , The only ~xception to this ge~aeral rule islthat in which the local c~mmunity is composed only of m~mbers of the provincial or general curia. Even ~n such cases, ff the com-mumty ~s large, as it ~s in some orders and congregauons, a special religious ~s appointed to be the local superior of the house since such work would notably interfere with the prlnc~paJ wo.rk 9f the major sqpenor m the admxms-tration of the province or institute. A word of caution o~ught to be injected here. There are some "active'-' communities which seem n_ot ~to be obhged by, the~above norms because their local superiors have on!y thg authority th,e top sup.eripr grants the~m. However, such communities do not have the government olan of the ordinary order or congregation. Theirs is [1~ monastic form of government inowhich there is only lone superior who is the equivalent of the abbot or abbess in a ~trictly monastic con~munity. What look like local-~ommunities are not such, canonically; they are not separate moral or jund~c.al~persons. As a result, the superiors" of such houses, are not true superiors in their own right but are vica~rs qr delegates of the one and only true superior. Their authori~ty, then, is only what th,,e one superiorl gives them. Canon !~9 . This canon sets down the rules governing tlie' delegation of authority. In the first place we are told that everybody who has ordinary dominative power can delegate any part of it or the whole of it to another person unless the law, namely the code or the constitutions, expressly declares otherwise. In the absence of a contrary reqmre, ment ~n the law, the delegator may delegate any person competent [or th e assi"gnment, whether the delegated party be a mem-ber of t e ~nst~tute or not. Hence, a qualified s~uperior can delegate the priest who comes to say the community Mass to receive the vows of one of.the commumty. ,Whale the canon does not put a time limit on the duration of the Religious Authority VOLUME 20~, 19bl 187 James 1. O'Connor, $.J. REVIEW FOR RELIGIOUS delegation, even when all the authority of a sup6rior or official is delegated to another, it is usually p~inted out'by moralists and canonists that such unlimited delegation of all authority is an abdication of one's own resppnsibility. Therefore, delegation of total authority should be granted for a fiXed time only and, ordinarily, for a comparatively short time. ' ~ Delegated power can be used in any legitimate way un-less the manner of use was also defined at the time of dele-gation. When delegation is made, the terms of delegation should be clear to both delegator and delegate so that all doubts and misunderstandings can be avoided. In this first paragraph of canon 199 the solution is of-fered to many problems of superiors. So very often supe-riors, and especially local superiors, complain that the), have no time to be a real superior, to be a mother or father, ~s the case may be, to the members of the community be-cause their time is largely taken up with granting routine permissions, distributing articles, for example, writing supplies, dentifrices, ~ind so forth, so that there is very lit-tle or no time left to help subjects with doubts, questions, and problems. One way of getting that necessary time is to delegate some one or more persons in the community to grant those routine permissions, to distribute articles to the members of the comm~unity, to handle the mail, and so forth. Heretofore some superiors doubted whether they could use such a means as delegation) Whatever grounds for doubt" existed earlier, there is certainly no basis' for such doubts since the 1952 reply of the Code Commission. In as much as the right to delegate is granted by law to all having ordinary power, this power to delegate is itself part of that ordinary power and the superior needs no approval of a higher superior if he chooses to delegate his authority. It may be that a superior in one institute can not delegate to the same extent as a superior in another in-stitute because of a limitation contained in the constitu, tions which is not found in the second set of constitu(ions. Such a limitation, however, has to be found in the law; otherwise there is no restriction except, as previously noted, in the case of delegation of total authority for an indefinite period of time. Occasionally a superior is afraid to delegate authority because he fears the delegated party may use poor judg-ment, abuse authority, and so forth. This simply means that the superior should be as careful as possible in" the selection of the person to be delegated. Sometimes this is the only real way to find out what a given person will do with authority. Secondly, if such faults occur and the dele-~ gate does not amend after advice and correction, since the authority belongs to the superior, just as that authority Could be delegated, so also it can be revoked at any time the delegator judges it should¯ Conseq.u1e tnht dyl, e e e-gator never has to feel that once authority is delegated, it is gone forever from his control. The second situation in which delegation is allowed by general law is that in which~:tileHdly See d~leg'a~t~s an in-fervor, who, ~n turn, may pass on delegation to a third party. Such delegation of delegated power is called sub-delegation. Subdelegation can be granted either for a soli-tary case or for all such cases unless the Holy See's con-ferral of delegauon exphcltly states that the delegate has been chosen because of his personal quahficat~ons or un-less the Holy See exphcltly forbids subdelegauon. To date, there is no general grant of delegation of dom~na-ttve power by the Holy See to all'religious superiors. An examrfle of such a general grant of delegatei:l ]urtsd~ctton ~s the brochure of qumquenmal faculties to local ordi-naries, some of which can not be subdelegatedA Another occasion in which subdelegationlcan be made is found in canon 199, §3. Here the original delegate re-ceives his authority from a person who posse.sses ordinary power 'but who is a. subordinate, of the Holy See. More-over, the delegate must have authority over a whole class of cases or business. In this situation, the del~egate has the authority from the code to subdelegate t~artt or all of his authority to a given individual for all cases! or only one case, or he can subdelegate many persons forI one case. There are or can be a number of instances in which this law can be applied. Perhaps the best exampl~ is that of a hospital administrator or a college or university president, The ultimate responsibility for the hospital br school be-longs to the superior. However, because ofI the load of work involved in functioning as a religious superior,' espe, clally of a large commumty, and also funcuomng as the I administrator of the hospital or the president of the col-lege or university, the work-load is split andlthat part of the superior's authority which pert~ains to thee operation of the hospital or school is delegated to another who serves as admtmstrator or president.5 Th~s ~s delegauon by a person hawng ordinary power but subject to the Roman Pontiff. It is conferred for a whole class of cases or busi-ness, namely, operating the hospital or schooi. If need or usefulness should dictate, the administrator ~r president | t T. Lincoln Bouscaren, S.J. and James I. O'Conn!r, S.J., Canon Law Digest, v. 4 (Milwaukee: Bruce, 1958), 69-82. I . ~ Such split authority can give rise to many problems. A suggested method for dividing the authority in the case of hospitals can be found in an article by the present author, "The Hosp.~tal ~n Canon Law;" in Hospital Progress, 41 (February, 1960), 361-87. Most of the suggested division of authority can be applied to col!ege and uni-versity presidents by simply substituting "president" for "adminis-trator ¯" I Religious Authority VOLUME 20, 1961 189 ]ames L O'~,o~nor, S.]. REVIEW FOR RELIGIOUS 190 has the authority from the code to subdelegate part or all of his authority in~ an individual case. Another example, in a different line, is that in which the local superior is delegated by the superior general or, if competent, by the provincial, to receive the vows of all~ who make profession, temporary or perpetual, in the hduse of that superior: This, again, is delegation for a whole class of cases, namely, the reception of vows. Such a local superior, if impeded from receiving the vows him-self, could subdelegate another, for example, one of the community or the priest celebrating the vow Mass, to re-ceive the vows on this particular occasion. Apart from the two cases provided for in §§2-3 of canon 199, §4 prohibits subdelegation of delegated authority un-less Such delegation is expressly permitted by the original delegator. Subdelegated authority can never be again sub-delegated unless an express grant to that effect was .made when the first subdelegation was given (canon 199, §5). Canon 206 Canon 206 supposes a' situation where, for example, three sisters receive delegation for the same task: Sister Felicitas on January 2; Sister Mary on January 3; and Sis-ter Josephine on. January 5. While all three have delega-tion, which one has the right and obligation to exercise her delegation? Canon 206 replies that the person whose commission was first given has the right and duty; in: our case, that is Sister Felicitas, An exception to this rule is made if a later commission contains a revocation of the earlier grant; for example, if in Sister Josephine's appoint-ment there is also found an explicit revocation of the dele-gation previously extended to Sisters Felicitas and Mary~ Canon 207 ~ Canon 207 lists the ways in which delegated power ceases to exist. Only §1 and §3 are quoted above because §2 can not apply to purely dominative power. Only a brief commentary seems useful here. I) Fulfillment of commission: the delegated authority ceases as soon as the job for which it was given~has been completed. 2) Lapse of time: authority was delegated to December 31, 1960 inclusive. With the end of 1960 the delegated authority also ended. 3) Exhaustion of number of cases: delegation, was ex~ tended to receive vows on five occasions. After the fifth occasion the delegation is lost. 4) Cessation of the reason for delegation: Sister Felicitas is delegated to govern the convent of St. Helen, December 26-31 because the local superior is to be away to attend a series of special conferences. On December 24th word is ~ceived that the director o the con erence has taken eriously sick and the conferences have been ~alled :of[. As result, the superior does not go away Dece.mber 26-31. ince the reason for Sister Felicitas' delegation .has now eased, her delegation also ceaseS. .5) Revocation by the delegator roger er wxth direct no-ice to the delegate; of great imp ortance in~ this stpi ula-ion is the word direct. An example: Brother Hilary has ¯ een delegated by his provincial to negouate the, sale of a ,fece of community property. Before he has time to com- ,lete the transacuon, he hears from a fellow rehg~ous who appened to pass through the prownclal's re.s~dence 'that he provincial said he was writinga letter to Brother Hil-ry revoking his delegauon. The same day l~e hears this ews, Brother Hflary happens to have an appointment to lose the property deal. Does he still have~delegauon to do :~? He does, because he himself has not received dire~t otice from his provincial of the revocation ofldelegation; e merely heard of it from an unofficial sourc.e. If the fel- :~w religious was commissioned by the provincial to in, ~rm Brother Hflary of the revocauon, then Brother s elegat~on would cease as soon as he was informed by h~s eligious confrere. ~6) Rentinciation on the part of the delegate ~together ,ith direct notice to and acceptance by the:del~gator: Two ~ings are to be noticed in this instance: dire~t notice to nd acceptance by the delegator. Direct ha~ the same -~eaning as above regarding revocation. In addition to the irect notice, for instance, Brother Hllary reforms his pro-incial by letter or phone that he is renouncing the dele-auon g~ven him, there must be acceptance by lthe delega- ~r. Brother Hilary does not lose his delegation unless his rovincial accepts.,the renunciation. | . After listing all the ways a given individual@ay lose his elegation, the canon goes on to add a situation in which elegation is not lost, even though, at first glance, it might -em delegation is lost: An illustration will l~elp: Sister enigna, a local superior, has been delegated by her ,other general to receive all vows pronounced in her con-znt. Mother general went out of office Januu~ry 5th be-muse she died that evening. On the morning.+f January ,~h, Sister Benigna received the vows of some s~sters in her ~mmunity. Later that day she learns of mother" general!s eath. Now Sister Benigna wonders if she had ~lelegation ~ recexve the vows that morning. Sxnce no hm~tat~on was ut on her delegation, her authority continued on Janu-y 6th and still continues after that date unless the new ,other general revokes the delegation. The law on this point makes an exception in the two ~ses mentioned in canon 61 which reads: umess ~t should opear otherwise from appended clauses, or unless the re~ I ÷ ÷ ÷ P~ligious Authority ¯ VOLUME 20~ 1961 19l ÷ ÷ ÷ ]ames I. O'Connor, S.J. REVIEW FOR,RELIGIOUS script confers on some person the power to grant a favo to particular persons named in it and the matter is stil intact." Examples of "appended clauses" are: "As long as I a. superior general"; "As long as I wish." With her remova from the office of superior general, both appended clause cause a cessation of the delegated authority. The "As lon as I wish" can be had only if she is competent to grant th delegation. With removal from office she is no longer co petent to have such a wish effectively; therefore, the del gation ceases. The second exception supposes delegation, for exampl to permit Sisters Gervase and Protase to take a trip t Europe. For one or other reason, the delegate has not ye done anything about granting the permission to :the tw sisters named. Unexpectedly, the delegating superior die Since the matter of the delegation is still intact, that i has not been touched, has not had even a beginning o execution, the delegation ceases. Hence the erstwhile del gate is no longer competent to grant the favor and Sister Gervase and Protase are out of a European trip. Canon 207, §3 considers the case where two or more pe sons have been delegated as a single body to carry ou some commission. Brothers John, James, and Joseph hav all been delegated as a unit to transact some business fo the community. Brother Joseph renounces his delegatio by direct word to the delegator who, in turn, accepts th renunciation, Unless the contrary appears from the orig nal delegation, the delegation of Brothers John and Jame automatically ceases. Canon 208 In canon 208 the code turns to the question of cessatio~ of ordinary power. It repeats the norm already mentionec in canon 183, §2; namely, an ecclesiastical office is not los by the loss of authority in the party who conferred th~ office, Therefore, canon 208 draws the logical conclusio~ that authority attached to an office by the law, that i~ ordinary power, is not lost when the party who conferre, the office loses his own authority. This norm is similar t. that for delegated authority at the end of canon 207, ~§1. In the present instance, the case supposed is that, fc example, of a local superior who was appointed to offic by a competent higher superior. The term o~ the highe superior ends before that of the local superior appointe~ The local superior's power, derived from law through hi office, continues even though the party who put him int the office has now lost his authority. Ordinary power ceases when one loses the office t which such authority was attached. The power is su pended, that is, it is possessed but can not be used, if i! possessor lawfully appeals a decision to a higher superior, unless the nature of the appeal is such that it does not prevent immediate execution of ~the original deCision. Ap-peals in judicial processes usually produce suspension of the decision; otherwise, for example, in purely°fid~ainis, trative decisions, appeal or, more exactly, recourse does not suspend the decision (canon 1889). The norm set down above does not derogate from the provisions of canons 2264 and 2284. The first of these canons stipulates that an act of dominative power is il-licit if placed by an excommunicated person. Further, if the excommunication has been pronounced in either a condemnatory or a declaratory sentence of a judge, the act is also invalid. An exception to that law is contained in canon 2261, §2; but both it as well as canon 2284 can ap-ply only to priests, not to sisters and brothers. Canon 209 The last of the jurisdictional canons made applicable to dominative power is of .extreme importance, even though it is not usually of frequent'application. It solves situations which earlier caused very serious problems. Canon 209 supposes a situation where, in the objective order, a superior certainly lacks dominative power or has it only in a doubtful way, In the latter case, the doubt must be positive and probable, that is, there must be good arguments in favor of possession of the authority but there must also be good arguments against its possession. The source of the doubt may arise from a lack of clarity in the law itself or from the lack of certainty that a given fact or facts exist. An illustration of a doubt of law is found in canon 105, 1° concerning the necessity of having a consultive vote of councilors in order that the superior may act validly. As it stands, the canon says: "It is sufficient for valid action if the superior hears the councilors." It is disputed among canonists whether such a hearing is required for valid action because, contrary to its usual language, the canon does not say required. As a result, since the law itself is doubtful, even if the superior did not consult the council where consultation was prescribed in the general law or in the constitutions, the superior's exercise of dominative power is certainly valid since', in virtue of canon 209, de-fect of authority is supplied by the Church in such an in-stance. A doubt of fact means that with regard toa given event there are arguments for and against its existence. If the fact is required as a condition for possessing dominative power, the Church again supplies the authority needed. To illustrate: On May 15, 1960, Brother Joachim was ap-pointed provincial by competent authority. Some time + + + Religious Authority VOLUME 20, 1961 ~93 + ÷ ÷ James 1. O'Connor, $.]. REVIEW FOR RELIGIOUS later it comes out that at the time of his appointment Brother Joachim seems not to have completed his thirtieth year of age. If that is true, then, without a papal dis-pensation he is not a validly appointed provincial and, furthermore, lacks the dominative power of a provincial. An investigation of the matter shows some documents as well as testimony of relatives and friends indicating he was born August 16, 1929. However, other reliable sources give the year as 1930. Further investigation does nothing to solve the doubt regarding Brother's-birth date. If he was born in 1930, he did not possess one quality required by canon 504 to qualify'as a valid provincial. The doubt in this problem has nothi~g to do with the meaning of the law; it centers on whether or not a given fact occurred in one year or another. Hence, it is a doubt of fact, Since the doubt is both positive and probable, that is, capable of proof both ways, the Church supplies the dominative power brother needed for all his actions. As a result, they are all valid and licit. As for the future, brother should, of course, be reappointed by competent authority since it is not certain that the original appointment was valid. The third instance in which the Church supplies domi-native power is that in which there is no doubt either of law or of fact but because of some externally perceptible circumstance a person is commonly believed to be a valid superior when the real truth is that this person is not, Such a condition of affairs is called common error. From the evidence available and in accord with limited knowledge, the community forms the judgment that Sis-ter Lioba was duly elected superior general on February 11, 1958. She proceeds to exercise all the powers granted such a superior in the code and in the constitutions. One day in the summer of 1960 Sister Sophia, one of the gen-eral councilors, is attending a canon law lecture at the end of which she is very disturbed and consults-the lecturer. The consultation reveals the following facts as certain be-yond all doubt. Sister Lioba pronounced her temporary vows on August 17, 1937; she made her perpetual profes-sion on August 15, 1940. During the annual retreat of 1956 something the retreat master said raised the question whether Sister Lioba had valid perpetual vows. The above sets of dates of her professions, in virtue of canon 572, §2 in conjunctibn with canons 574, §1 and 34, §5 which re-quire a full three yea.rs of temporary vows, from date to date, in order to have a valid perpetual profession, clearly prove she was not validly professed of perpetual vows on August 15, 1940. Consequently, on August 15, 1956, with the full reali~zation of the invalidity of the 1940 profession, she pronounced her perpetual vows. At the general chap-ter on February 11, 1958, she was elected superior general. Because sister certainly had perpetual vows then; because it had been almost twenty-one years since sister pro-nounced her first vows; because the casting and counting 3f the ballots had been canonically performed; and be-cause the presiding local ordinary declared the elections met all the requirements of ciin6n law, all the sister's 6f the zommunity concluded that Sister Lioba was their new su-perior general. Sister Sophia's disturbance of mind was caused by a ;tatement of the lecturer that, among other qualifications, a :religious, in order to be a valid superior general, must have been validly professed a minimum of ten years, in-cluding the time of temporary vows (canon 504). Mother Lioba, although in the community since 1935, as of Feb-ruary 11, 1958 had valid vows for only just under four and a half years (August 17, 1937-August 17, 1940; August 15, 1956-February 11, 1958). Therefore, Mother Lioba is not really the superior general. Ignorance of the law on this point, even though it excused from all sin because nobody knew any better, does not prevent the canonical effect of the non-observance of the law, for the reason that canon 504 does not provide for ignorance as excusing from the effects of canon law (canon 16, §1). That is all bad enough. However, since a validly chosen superior is required for valid admission of candidates to the novitiate, to tempo-rary and per.petual' professions, to negotiate contracts of sale or loan, to appoint provincials and local superiors, and so forth, what about the validity of all those admis-fions, contracts, appointments, as well as all other actions whose validity depended on a validly chosen superior? Prior to the 1952 reply, cases like this with their chain reaction of multiple invalidities were something of a night-mare to canonists who in various ways sought to find a legal remedy to prevent' such awful consequences. The ;urest way to take care of such cases was to request from the Holy See what is called a radical sanation (sanatio in radice). Now in virtue of the 1952 reply, in such circum-stances, namely, where common error is had, the Church mpplies the dominative power necessary for the acts ~laced by such a "superior." Consequently, as regards the ictions of Mother Lioba, all those requiring dominative 3ower in order that they be valid, are all valid by supplied iuthority. As in the case of Brother Joachim, so also in :hat of Mother Lioba the status as superior should be vali- ]ated if possible. In the present instance the easiest way ~zould be to petition the Holy See for a radical sanation. These considerations should make for a better under- .tanding and appreciation of religious authority or dotal: ~ative power and especially of the application of certain urisdictional canons to that authority. + 4- + Religious Authority VOLUME 20~ 1961 195 FRANCIS N. KORTH, S.J. Total Dedicatio in the Worl ÷ ÷ ÷ Francis N. Korth, S.J., is professor o[ canon law at St. Mary's Col-lege, St. Marys, Kansas. REVIEW FOR RELIGIOUS ]96 The apostolic constitution, Provida Mater Ecclesia, o February 2, 1947, focused attention upon a new, otficiall~ approved type of totally dedicated life in the world namely, the life in secular institutes. Members of these institutes bind themselves to the practice of evangelica poverty, chastity, and obedience according to their con stitutions for the purposes of personal sanctification and of apostolic work. Secular institutes are the third corn ponent of the juridical state of perfection-to-be-acquired as that state exists at present in the Church; the othei two components are the various kinds of religious insti tutes and of societies of common life. Outside the juridical state of perfection-to-be-acquired, there exist other groups many of them in a stage of development or growth, whose members dedicate themselves totally to an apostolic life and personal sanctification. Religious institutes and societies of common life (ex amples of these latter are the Paulist Fathers, the Mary knoll Missionary Fathers, the Vincentian Fathers) are well established and known in this country. Not so seculaI institutes, since they are a more recent development. Secular Institutes in the United States In an effort to help the growth of this new form ol specially.dedicated life in this country, as well as to make these groups and other similar groups better known and understood, a small number of interestedpersons:met in the summer of 1949 to talk things over. A year later in July, 1950, the first general meeting of such groups with some seventy participants, was held in Washington D.G. From this developed an unofficial national cente, (operating with the knowledge.and approval of ecclesiasti. cal superiors) for the purpose of coordinating activity and~ of collecting and disseminating information. Until 1957 this center was located and serviced at Notre Dame Uni cersity under the able and generous leadership of Father Ioseph Haley, C.S.C. Two other persons who have played mportant roles from the beginning are Father Patrick ~lancy, O.P. and Father Stephen Hartdegen, O.F.M. In lanuary, 1952, a restricted' gathering (seventy-five 'per- .ons attended, however) met at Notre Dame University. Fhe proceedings of both the 1950 Washington meeting ~nd this 1952 meeting at Notre Dame were compiled. In August of that same year, 1952, the first National ,~ongress of Religious in the United States' was held at Notre Dame University; during this Congress two papers were given on secular institutes. About the same time ~ome published materials about secular institutes ap-peared, and some talks were given to various groups about the same subject. In February, 1954, a meeting 3f twenty-six interested priests took place in Chicago. Meanwhile, an informational bulletin was being issued from time to time by the national coordinating center. The interests of the coordinating center had now been extended to include, besides secular institutes, other groups devoted to a life of total dedication in the world. The bulletin received the expanded title of Bulletin on the Dedicated Life in the World and Secular Institutes. In 1955 a workshop for dedicated persons in the world was conducted at Chicago. That same year regional meet-ings were held in San Francisco and New Orleans, fol-lowed by one in Chicago the next year and one in Boston in 1957. The national center's bulletin was now appear-ing under the name of Bulletin of the Life of Total Dedication in the World. In 1957 there was published a ;ymposium, Apostolic Sanctity in the World, edited by Father Haley, C.S.C.; in August of the Same year a ,aational meeting of representatives of the four regional areas was held at Notre Dame University. The Sacred Congregation for Religious had been ac-quainted with these different activities and meetings. ~'or purposes of unifying the activity and of guiding the zfforts of all concerned along proper lines and in con- ~ormity with the Holy See's directives in this matter, the 3acred Congregation urged that all these related activities ,~e now placed under the direction and guidance of the .~onference of Major Superiors of Men's Institutes in :he United States. Father Joseph Haley, c.s.c, had been in charge of zoordinating efforts until 1957, at which date the national ,nformation and coordinating center was shifted to Wash- .ngton, D.C. with Father Stempen Hartdegen, O.F.M. of Holy Name College in that city as the national director tnd president of the newly proposed (but not yet fully tpproved) Conference of the Life of Total Dedication n the World. The plan for this Conference had to be 4- 4. Total Dedication VOLUME 20, 1961 19'/ Francis N. Korth, S.~. REVIEW FOR RELIGIOUS 198 submitted to the Conference of Major Superiors for approval. This approval was obtained (September 29 1959) and 'preparations were then begun for the firs triennial general meeting of the new Conference (here after referred to as the C.L.T.D.W.), Though ~his meeting was projected .for St. Louis in November, 1960, an un foreseen delay caused it to .be held in Washington, D.in January of the following year. The Washington Meeting This first triennial general meeting represented an edu cational effort to make the life of total dedication in world, especially in secular institutes, better known and understood by clergy and laity alike. The program was signed to appeal both to those whose interest in this wa) of life was just beginning and to those whose interest wa~, of long standing. The opening session of the meeting, convened in auditorium of McMahon Hall at The Catholic University on Saturday, January 28, 1961. Chairman of this session was the president of the C.L.T.D.W., Father Hartdegen. O.F.M. More than one hundred and fifty persons (laymen and laywomen, a number of priests, and several brothers and sisters) had registered for the meeting; a fairly large number of visitors, including some clerical students, individual sessions. The first formal paper of the meeting was a review the activities' during the past eleven years in the United States leading up to and culminating in the formation and. official approval of the C.L.T.D.W. This talk, .en-titled "The Conference of the Life of Total Dedication in the World--A Decade of Growth, 1950-1960/' has fur-nished the facts given in the opening part of the present article. Next on the program was a paper with the title, "An Active Lay Apostolate: Condition of Growth of Secular Institutes in the United States." The paper emphasized that an active apostolate and a deep interior life are the conditions for the growth of secular institutes in this coun-try. Secular institutes, the paper continued, are peculiarly suited to the needs of the times; because they are different in their extrinsic elements, they can fulfill the contem-porary apostolate's need of easier access to atheists and sinners; the institutes, accordingly, answer the universal need for an organized secular apostolate and for a deepl interior life. The paper then went on to give a historical and statistical survey of secular institutes, the main point~! of which are summarized below. In 1938.representatives of twenty-five societies or group~" of total dedication in the world came from various part,~ o[ the world to a meeting in Switzerland. Events such these gradually led up to the official, juridical recognition of secular institutes by the Church in 1947. In the United States at the present time there are repre-sentatives of twenty-five known groups of persons spe-cially dedicated to the apostdlat~ in the world;~ fli~se are either secular institutes or other groups which might de-velop into secular institutes. (No figures are available for Canada.) Of these twenty-five groups, twelve are secular institutes (eight are pontifical and four diocesan), seven are canonically approved pious associations, and six are not yet canonically established, but are existing with the approval of the bishop. The eight pontifical secular institutes are divided into six with final approval (Company of .St, Paul, Daughters of the Most Holy and Immaculate Heart of Mary, Mis-sionaries of the Kingship of Christ [women's branch], Opus Dei, Society of the Heart of Jesus, and Teresian In-stitute) and two not yet fully approved but having the de-cree of praise (Caritas Christi Union and the Society of Our Lady of the Way). The four diocesan secular insti-tutes are: Missionary Priests of the Kingship of Christ, Regnum Christi, Schoenstatt Sisters of Mary of the Catho-lic Apostolate, and the Secular Institute of St. Plus X. The seven canonically approved pious associations are.' Caritas; Domus Dominae and Domus Domini (Madonna House); Jesus-Caritas, Fraternity of Fr. de Foucauld; Ob-late Missionaries of the Immaculate; Oblates of St. Joseph; Pax Christi; and Rural Parish Workers of Christ the King. The six groups not yet canonically established are: Daughters of Our Lady of Fatima, Ecclesian Institute of Christian Life, Institute of Blessed Martin de Porres Work-ers, Institute of the Mystical Ghrist, Institute of the Word, and Pro Deo Workers. Not falling into the above categories of specially dedi-cated persons in secular institutes or in groups that might develop into such, but still worthy of mention here under a special listing because of total dedication or noteworthy apostolic work being done by their members are the fol-lowing four groups: International Catholic Auxiliaries; La Paix (Lafayette Associated Professional Apostolate of Individual Christians ); Lay Workers of the Sacred Heart; and the Society of the Daughters of St. Francis de Sales. [Some information about the above-mentioned secular institutes and other groups is available in a pamphlet en-titled Chan:~els, published by the national information center whose address is: C.L.T.D.W., Brookland P.O. Box 4522, Washington 17, D.C. The price of the pamphlet is twenty-five cents.] The above groups exist in. nearly thirty of the states, though the overall representation is small. While it is true that the secular institute movement has developed Total Dedfi:atlon VOLUME 2°0, 1961 199 4. Francis N. Korth, $.]. REVIEW FOR RELIGIOUS 200 fairly rapidly, still ther~ is reason for concern about the slowness of growth in the United States. The principal cause of this is perhaps the lack of realization on the part of many of what the modern apostolate means and re-quires; namely, the Christianization of modern society. Life in Secular Institutes Following the two main talks of the morning, the audi-ence was then divided into fourteen smaller work groups. Each group had a leader and a secretary; items presented in the preceding talks were discussed more fully by each group; and prepared questions to aid discussion were dis-tributed. Any conclusions were noted by the secretaries; summaries of these conclusions were presented at the final general session on the last day. The first afternoon speaker treated the topic of "Secular-ity in the States of Perfection of Secular Institutes." He made the point that the secularity of these new institutes does not imply secularism but rather a stable way of totally dedicated life in the world. The member of a secular in-stitute has the obligation of the three evangelical counsels of poverty, chastity, and obedience and is always subject to the will of God expressed by the constituti6ns and by superiors. Some difficulties encountered are loneliness, being misunderstood, and a lack of some of the things of the world while living and moving in it. The lack of com-munity life and of a common garb is hard for outsiders to understand. In addition, the member of a secular in-stitute is on his own to do the required thing: perhaps to give up a movie or a television program in order to be faithful to spiritual exercises, to do without new clothing because of the poverty professed, to stay away from an office party. There are no bells to direct one's day, no assistance from the example of others, as is had in com-munity life. Mentality, personality, and strength above average are needed to lead this life. A person must be an active, militant apostle, for part of a vocation to a life in secular institutes is to be the leaven in the masses. The second part of this first afternoon was devoted to a panel on "The Evangelical Counsels," the panelists being two priests and three lay persons. The first panelist pre-sented the canonical aspects of this topic, commenting on the nature of the vows or promises and their resultant ob-ligation or bond and on the fact that one binds himself according to his paiticular constitutions, that a member of a secular institute is not a religious, and that such a call-' ing is a special vocation which at times may require rather high intellectual qualifications. Prudence and good judgment are essential in any prospective candidate and, of course, a good moral life. Some inner impulse or desire is found, but not necessarily a liking; in other words, there should be some general appeal and an investigation of that appeal, The second panelist considered the moral aspects of a life of poverty, chastity, and obedience. His remarks may be summed up in the followifi~ ~iy. Poverty~ tile ~dical ownership remains, while the useful ownership is re-stricted according to the constitutions. A very strict ac-count of income and expenditures is required, the account being rendered to the superior usually at the time of the annual retreat.Combined with generosity to the poor, frugality is practiced. Ckastily: all sins against' chastity must be avoided and, moreover, ~easonable means must be taken to preserve the full beauty of this virtue. Members in the strict sense of secular institutes are forbidden to marry. Obedience: superiors are to be obeyed within the limits of the rule and constitutions. A formal command would be given in writing or before two witnesses and with the use of a special formula; this power is not to be used beyond what is found in the rule or statutes or constitu-tions. ',The practical "aspects of living poverty, chastity, and obedience in a secular institute were briefly treated by the three remaining panelists, each of whom considered one of the three evangelical counsels. The first speaker discussed the practical living of poverty, At times, he noted, it is difficult to determine the detailed application of poverty, particularly in the case of persons engaged in individual work or careers~ One should live in the spirit of poverty and pray to understand what: living in that spirit means. In everyday living two methods of practicing poverty are followed: 1) the individual keeps his own budget and sup-plies his own needs, getting the necessary permissions from his superiors; 2) income obtained from work is pooled and the needs of individuals are supplied by Superio[s. from the common fund. At times there might also be some com-bination of both these methods. Practical ~tuestions, de-termined or settled by the Constitutions or the rule of life of each institute, inclUde the following: whether or not to keep a budget, how much may be spent without special permission, how much to give to charity on one's own ini-tiative, how much.to give to the institute. A definite record of revenues and expenses must be~ kept and reported to superiors at stated times, Permission is required to spend any amount; a general permission might cover expendi-tures for medicine, toilet articleS, and so forth; for cloth-ing, by way of example, specific or special permission might be required. The alignment of permissions varies with the occupations of the members. In emergencies one may act and later report the matter. A booby trap in 'prac-ticing poverty could be the accepting of gifts from relatives or friends (though in some groups it is permissible tO ao ÷ ÷ ÷ Total Dedication VOLUME 20, 1961 ÷ ÷ ÷ Francis N. Korth, $.1. REVtEW FOR R~t.tGIOUS 202 cept gifts even of money) or working extra hours to earn more money when the time should be given to the apos-tolate. A monthly financial report might be required. The rule of life of a particular group will flesh out its constitu-tions on these and similar points. It is important to note that the practical living or regulation of poverty varies considerably with different institutes. Though there is a great variety concerning poverty in the const.itutions, some restriction is essential for all. The speaker on the practical living of obedience noted that obedience presupposes a mature mentality which sees that it is from Calvary that. the meaning of obedience be-comes clear. Obedience gives one an assurance of fulfilling God's will and it frees from pride. Just as other things connected with secular institutes have secular character-istics, so too does this obedience. The member of a secular institute is neither alone nor completely dependent: There are no .schedules or other helps as in religious institutes. Secular institute obedience must be active; often the su-perior gives only general directives. For example, the hour of rising in the morning and the hour of retiring at night are indicated; but if some friend or guest is in the house, the member could probably bypass that directive for the sake of charity. The last of ~he five panelists discussed the practical living of chastity. This means no marriage and no sin against chastity; for God, marriage is renounced and per-fect chastity is undertaken. In regard to dances and shows, the me .mber of a secular institute does not make a habit of these diversions but "attendance is permissible if charity or the apostolate requires it, One must be selective in tele~ vision programs; similarly, books and movies, if there is time for them, must be chosen wisely. Women members should wear clothing that is modest and suitable for their apostblate. Jewelry should not be expensive; it should be used as part6f the costume and not for show. As a motive for faithfulness in preserving chastity, a deep love of Christ should be cultivated. A strong devotion to the Blessed Mother will also help, as.also will fidelity to the rule, which was given precisely to be of assistance in this matter. Formation of M'embers of Secular Institutes The evening session feat ~ured another panel whose topic was "Formation for the Life. of Total Dedication in the World." This time, there w~ere four panelists, two priests and two lay persons. The first panelist spoke about spirit~ ual instruction and remarked that the purpose of a pro-gram of spiritual instruction is to give glory to God, to further the work of the Church, and to form apostolic secu-lar ambassadors of God.: For this latter purpose, apostolic virtues, especially as detailed in the particular constitu- tions, are necessary. In general there is need of zeal for souls, prudence, fortitude, and the gifts of the Holy Spirit. In any consideration of method in spiritual instruction, it is important to remember that the spiritual life must be allowed to grow by degrees. 'It ~as,suggested by the~speaker that in the period of formation fundamentals be stressed; a knowledge of secular institutes in general and of the con-stitutions of a particular group must be imparted along with the spirit of that particular group. In the period of temporary incorporatibn, the above areas should be devel-oped more fully, the .person should be acquainted with the apostolate of the institute, and forbearance of the faults of others should be inculcated.In the period of final or definitive incorporation there is need for continued spiritual instruction, for growing simplicity in one's spirit-ual life with no overemphasis on either the active or prayer aspect of secular institute life. Spiritual guidance was discussed by the next speaker. The spiritual director of a secular institute, he said, must realize that he is working with specially dedicated souls. He must teach them the principles of the spiritual, life with emphasis on prayer and mortification. He must also teach them to think with the Church, to have zeal, tO lead a life of self-denial in order to live with Christ. For purposes of guidance, the panelist suggested the following three "p's" as useful: 1) a philosophy of life (= the faith); 2) a pro-gram (for which consult the constitutions, customs, and heritage of the particular group); and 3) "passion" (= en-thusiasm for living total dedication). The means at a di-rector's disposal are conferences, lectures, discussions, di-rected spiritual reading, and especially a mirroring of all he teaches. The two lay participants on this panel discussed "Teach-ing and Living the Rule and Constitutions in Secular Life." For teaching the rule and constitutions, the third panelist stressed the need of starting with humility, since one is to serve when one governs or teaches. Compassion, zeal, pity, and patience are necessary to teach or train young people. The teacher must teach by living and must himself be immersed in prayer. In actually teaching, the person to be instructed must be studied and the amount of training or instruction to be given here and now must be duly measured. If the person should at present be con-fused or somewhat emotionally disturbed, teaching of mental hygiene is indicated. The vocabulary of instruc-tion should be adapted to the capacity of the hearer. The questions that will be asked of a teacher of the way of life in a totally dedicated group will always tend to be the same; hence the teacher must learn to be patient with the questioners. The final speaker of the panel gave some thoughts on ÷ ÷ ÷ Total Dedication VOLUME 20, 1961 203 ÷ ÷ ÷ Francis N. Korth, S.$. REVIEW I:OR RELIGIOUS 204 living the rule and constitutions. To this end the personal touch and a greater initiative in the following of Christ are needed, especially for groups that do not have training of members in common. Perfection is to be sought from the rule which must be taught gradually without any great upheaval or change in the candidate's life. It must be stressed, however, that the life the candidate is contem-plating is a life of total dedication. He should be taught that in day-by-day living decisions must be made by the individual, but later he should check his decision with the superior's judgment. In the realm of poverty, one should have as if he had not; hence there should be a spirit of being ready to turn.over all one's money to the in-stitute. In order to live the rule and constitutions there must be a constant, conscientious, mature completeness in giving. On Sunday, January 29, the second day of the meeting, a low Mass was celebrated in the crypt chapel of the Na-tional Shrine of the Immaculate Conception. The sermon at the Mass was entitled "The Catholic University and Secular Institutes." The hope was expressed that at some later date a planned series of general courses might be given at The Catholic University on basic knowledge about secular institutes and on training and spiritual in-struction fundamental for life in any groups devoted to total dedication. The Apostolate The general sessions were again held in the auditorium of McMahon Hall. The opening morning session pre-sented a panel of lay participants on the overall subject of "The Apostolate." Five speakers successively discussed lay missions (two speakers), social work, nursing, and teaching. The first speaker on lay missions gave some background information on the general idea of missionary work in the Church. The particular role of the lay apostle in mission areas, he said, is to develop an atmosphere of Christianity through the practice of Christian principles. To achieve this purpose, the natives must be educated in Christian principles, perhaps initially through the ministrations of those in some profession such as nursing. To prepare mod-ern young people for such lay missionary work on a life-time basis, spiritual preparation must first of all be stressed. Next, the prospective missionaries are to under. stand that there must be no forcing of American attitudes about government and life on the natives. The basic atti-tude of the missionary should be humility; he must be sympathetic to the customs and culture of the people among whom he is working. To this end a study should be made of the culture, philosophy, and literature of the par-ticular missionary country. The second speaker on lay missionary work pointed out that opportunities for laymen to spend their lives as per-manent missionaries are found in ~ay mission societies. A lay missionary should be imbued with the missiona~ry mys-tique: to give. He is "going~oht'' to help other p0~ential members of the Mystical Body. Emotional balance is neces-sary for a lay missionary. He should be able to accommo-date himself to the culture of. the country in which he works. "Missionary poverty" means giving up one's former way of living and even of thinking. Joy will be found in a sense of fulfillment, in the hope enkindled in men's eyes, in the happiness of the children one meets, and in the friendship of the natives. Hardships will include discour-agement, lack of assimilation by the natives, rigors of cli-mate, and the like. Teams of missionaries, as opposed to free lances, supply mental uplift, coordination of activity, spiritual assistance, and so forth. The third panelist spoke on the apostolate of social work, an apostolate that implies service and sacrifice. So-cial work implies climbing into the stream of human events and adversities to serve a fellow human being who is suffering. This demands a spirit of self-sacrifice and the conviction that no human being is trifling or insignificant. The fourth panelist discussed nursing as an apostolate. Nursing, it was said, is an art and science that deals with the patient in his entire environment. The nurse must be a mature person with a ministry of mercy based on the love of God. The nurse is to see Christ in the patients, for there is a need of "a restoration of nursing in Christ" to counter-act a secularistic and materialistic attitude. The average nurse today seems self-centered instead of Christ-centered. The nurse should try to help patients spiritually and should teach the Gospel message by action; thus, for ex-ample, the nurse should be ready "to go the other mile" whenever the opportunity arises. A nurse truly dedicated to Christ shares His sufferings and also His joys. The fifth panelist on the apostolate considered the area of teaching, pointing out that educational statistics in the United States show that many Catholic students on all levels of training are not in Catholic schools. Some sug-gestions have appeared in various publications to meet the situation; for example, to close the first four or five grades in parochial schools, to have fewer but more excellent Catholic schools, or to sacrifice tremendously to retain the entire system. Whatever be the solution to the prob-lem, it will always remain true that Catholic teachers must endeavor to be at least as professionally competent as non-Catholic teachers. The speaker suggested that a specialized apostolic group of lay teachers is needed in this country. Moreover, the influence and activity of the Cath-÷ ÷ ÷ Total Dedication VOLUME 201 I961 £05 Francis N. Eor~h, $.J. REVIEW FOR RELIGIOUS 206 olic teacher could well be extended into the area of adult education. After the close of the Sunday morning session, a formal group luncheon was held, at which the Very Reverend Celsus Wheeler, O.F.M. of the Conference of Major Su: periors of Men's Institutes in the United States gave a word of encouragement to the work done at the meeting. He told those in attendance that secular institutes and other groups requiring a life of total dedication in the world are in a splendid position to establiSh contact with people for apostolic purposes in places and circumstances where priests and religious often could not make contact. The second speaker at the luncheon was a physician, a member of a professional men's sodality, who spoke on the topic,. "Dedication to t~he Lay Apostolate through the Professions." In his speech he stressed that though the lay apostolate can achieve a vfist amount of good, still consid-ering the number of Catholics in the United States, there is not the'desired impact or influence which might be ex-pected. Many young people today have no concept of how their future work as professional men might be utilized for the apostolate. One must learn to think with the Church and to carry that thinking into one's professional life. A deep interior life must be developed so that this can spill over into apostolic work. As an example of what one group of professional men is doing for the apostolate, a detailed description was given by the speaker of the sodality to which he helorigs, of its course of training, and of some of its apostolic activities; his presentation was both impressive and inspiring, A business meeeting was held in the auditoriu

Issue 19.3 of the Review for Religious, 1960. ; Councils in Lay Institutes Joseph F. Gallen, S.J. THE LAW of the code and especially that of the constitutions confers an important role on the councils in religious institutes. Almost all constitutions describe thoroughly the duties of tho general council but are unsatisfactory in their treatment ~f the provincial and local councils. This article is an effort to explain simultaneously"th~ principles that govern all councils in lay in-stitutes. The more common name for this office in such institutes is councilor; but many others are found, e.g., assistants, discreets, and consultors. 1. Necessity of councilors (c. 516, § 1). This canon obliges-all superiors general, presidents of federations and confederations, provincial and local superiors at least of formal houses to have councilors. A formal house in a lay institute is one in which at least six professed religious reside (c. 488, 5°). The canon recom-mends that superiors also of smaller houses have councilors. From analogy of law and the enactment of the particular constitutions, superiors of vice-provinces, quasi-provinces, regions, vicariates, missions, and districts should also have councilors.~ The canon does not specify the number of the councilors. From the practice of the Holy See in approving constitutions, there are four general councilors, although a few lay congregations have a greater numberi four or two provincial councilors; two councilors in a formal house, but a few congregations have a larger number; and more frequently one councilor in a smaller house. Monasteries of nuns ordinarily have four councilors. Federations and confederations of nuns have four or six councilors, and regions within such a confederation have two. ~ 2. Manner of designation and requisite qualities of councilors. The general councilors of a congregation and the councilors of a con-federation, federation, region, or monastery of nuns are elected in the respective chapters. The provincial councilors of a congregation are appointed by the superior general with the consent of his council, but in a small number of congregations they are elected in the provincial chapter. Local councilors are appointed by the ILarraona, Commentarium Pro Religiosis, 9 (1928), 418. 129 JOSEPH F. GALLEN Review for Religious superior general or, if the institute is divided into provinces, ordin-arily by the provincial, with the consent of the respective council. The constitutions sometimes enact that this provincial appoint-ment is to be confirmed by the superior general with the delibera-tive vote of his council. The quality universally demanded by constitutions for all ex-cept local councilors is that they be professed of perpetual vows. The age usually required for general councilors of a congregation and those of a confederation, federation, or region of nuns is thirty-five complete years; thirty years is the more frequent norm in monasteries of nuns; and thirty or thirty-five years are often prescribed for provincial councilors. The constitutions rarely enact a determined age for local councilors, and very many do not affirm that perpetual vows are necessary. A few make it clear that perpetual profession is not an absolute requisite by stating that the local councilors are, if possible, to be professed of perpetual vows or that such vows are required at least for the first local councilor. It is incongruous that a religious still in the state of probation and formation should be the councilor of a house. 3. Residence. According to the practice of the Holy See in approving constitutions, all the general councilors should reside with the superior general; but two of them, with the exception of the as-sistant general, may live elsewhere for a just reason, e. g., because of their other work. These must be stationed in houses from which they can .be readily summoned and can attend the meetings. The evident purpose of the practice is that the superior general may have no difficulty in consulting his councilors. Many constitutions contain no prescriptions on the residence of the provincial counci- .lots. At least the assistant provincial and the provincial secretary should reside with the provincial. Some constitutions have the same practice for a provincial council of four members as that described above for the general council. If there are only two provincial councilors, the constitutions frequently state that both or at least one of the councilors must reside with the provincial. The councilors of a confederation, federation, or region of nuns reside in their respective monasteries. 4. Incompatible duties. The general principle of the practice of the Holy See forbids a general councilor to be assigned any employment that would prevent the proper fulfillment of the duties of a coun-cilor. The present practice forbids in particular merely that the first general counc.il0r be bursar or secretary general. The former practice forbade any general councilor to be bursar general, and 130 May, 1960 COUNCILS IN LAY INSTITUTES the Normae of 1901 extended the prohibition to the master of novices (nn. 285, 300). Some constitut!ops~ ~ave the same pro-hibition with regard to the offices of provincial or local superior, any bursar, local councilor, and master of junior professed. A provincial will rarely in fact be a general councilor; but, outside of the case of the assistant general, it is difficult to see how the offices listed above are necessarily incompatible with that of general councilor. A general councilor is very frequently the local superior of the generalate. The judgment of the incompatibility is to be made on facts, i. e., the amount of work in each of the offices and the ease or difficulty with which the other office would permit the religions to be summoned and to attend the ordinary and extraordinary sessions of the general council. Few constitutions mention incompatible duties with regard to the provincial coun- .cilors, but some forbid the uniting of this office with that of pro-vincial bursar or master of novices. 5. Nature of a council (c. 516, § 1). In the constitutions of pontifical lay congregations, the general council is nsually stated to consist of the superior general and the four general councilors. Other parts of the same constitutions repeat frequently that particular matters requirethe consent or advice of the general council. All such expressions are ambiguons. The superior alone governs the con-gregation, province, or house; the councilors as such have no authority. Canon 516, § 1, makes it clear that a councilor is only an adviser of a superior, not an associate in authority. The superior votes in a council but he is not a member of the council; he is the superior, or sole possessor of authority, who has councilors or advisers. In a general chapter the authority is that of the collective body; the chapter itself and as such possesses the authority. All the members of this chapter are on the same level; all are co-possessors of the same authority and co-authors of the enactments of the chapter. Not the presiding superior general, but the general chapter places an act. A council is not a governing body; it possesses no collective authority. The councilors are not co-authors of an act. It is not the council but the superior who places an act, with the consent or advice of his council. It is possible for a particular canon or law of the constitutions to prescribe that the council is to act in the same manner as the general chapter. This mnst be certainly proved, since the contrary is the general principle of canon law. The only canon of this type that can affect lay religions is canon 650, which treats of the dismis-sal of a male religions of perpetual vows. If the majority of the 131 JOSEPH F. CrALLEN Review for Religious council vote for dismissal, it is probable that the superior general must issue the decree of dismissal in a pontifical congregation or forward the matter to the local ordinary in the case of a diocesan congregation. Therefore, the act in this case would be of the general council, not of the superior general. However, this sense is only probable; and it is at least equally probable that the wording of the canon is merely another way of expressing the deliberative vote of the council. Consequently, since it is not certain that canon 650 is an exception, this case also would in fact be handled in the same way as that described above (cf. also n. 16). These same principles apply not only to the councils but also to chapters of monasteries of nuns in the cases for which law demands that the superioress secure the consent or advice of the chapter (cc. 534, § 1; 543; 575, § 2; 646, § 2).2 6. Duties of councilors (c. 516, § 1). The primary duty of the councilors is to cast a deliberative or consultive vote when these are demanded by canon law or the constitutions. When asked to do so by the superior, they are to express their opinions with all freedom, courage, respect, sincerity, and truth (c. 105, 3°). They are likewise to bring to the attention of the superior whatever they sincerely consider to be to the good or detriment of the institute, province, or house. The superior, not the councilors, decides the matters that are to be treated in the council, as is clear from the principle stated in number 5. Councils were introduced to prevent what could degenerate into arbitrary government on the part of the superior. An equally evident purpose was to satisfy the need that all, and perhaps especially those in authority, have of securing advice and obtaining information. In an age that emphasizes ren-ovation and adaptation, the councilors should also be the principal source of progressive ideas to the superior. 7. Obligation of secrecy. According to the practice of the Holy See, an article of the constitutions states that the general councilors must observe secrecy concerning all matters confided to them as councilors in or outside the sessions.3 Another article is usually included that extends this same obligation to all others who have attended any session of the general council. A secret is the know-ledge of something that at least ordinarily should not be revealed. ~Cf. Vromant, D~ Bonis Ecclesiae Temporalibus, n. 39; Vermeersch, Per-iodica, 15 (1927), (61)-(63); Goyeneche, Quaestiones Canonicae, I, 183-89; Michiels, Principia Generalia de Personis in Ecclesia, 494-95; Larraona, Commentariurn Pro Religiosis, 6 (1925), 429-30; Bender, Norrnae Generales de Personis, nn. 376-77,1; Jone, Comrnentarium in Codicem Juris Canonici, I, 121. ~Normae of 1901, n. 280. 132 May, 1960 COUNCIL~ IN LAY INSTITUTES A natural secret arises from the very matter of such knowledge, since its revelation would cause injury or at least sorrow and displeasure to another. A promised secret has its source in a prom-ise, made after the matter was known, not to reveal the matter, whether or not this matter of itself demands secrecy. The confided or entrusted .secret arises from an agreement, given and accepted before any disclosure, that the matter will not be revealed. The agreement may be explicit or implicit. The latter is true of all who possess a confidential office, e. g., doctors, lawyers, priests consulted outside of confession on things appertaining to their ministry, religious superiors, novice masters, councilors, etc. There are degrees in the confided secret. The lowest is the revelation made to a private individual from mere friendship. The next is the revelation to a private individual to secure counsel. The third and highest is the official secret, i. e., a revelation made to a person possessing a confidential office, such as those listed above, and made to him because of this office or learned in the practice of the office. Matters confided to all councilors thus constitute official secrets and are often also natural secrets. Even the official secret may be revealed to prevent a serious injury to the institute, province, or house, or to any individual. The councilors may also reveal such matters to a prudent and learned or experienced person for the purpose of consultation, e. g., to a confessor, a priest skilled in a subject such as canon law or moral theology, or to another prudent and experienced religious. In seeking counsel, the identity of the person concerned is always to be concealed as far as possible. Even if the matter becomes public, the councilors may not reveal what occurred in the council with regard to it, e. g., the opinions or votes given by individual councilors. They are to acquiesce, at least externally, in the judgment of the majority and in the action taken by the superior. This is necessary for the efficient functioning of the council and for effective and peaceful govern-ment. They are not to imply or hint to others that they disagreed with a decision made in council. This is a shirking of the responsi-bilities of an office. The article inserted in constitutions by the Holy See adds that a general councilor who violates this obligation of secrecy is to be seriously admonished by the superior general. If he does this repeatedly, he is to be given a severe admonition and a penance. A violation of secrecy is not in itself a sufficient reason for de-position from office; but, if the violations are very serious, flagrant, a source of lack of confidence, discord, or scandal in the corn- 133 JOSEPH F. GALLEN Review for Religious munity, the councilor may be deposed from his office.4 These principles apply to all other councilors. Canon 105, 2°, empowers the superior, if he believes this prudent and demanded by the sbriousness of the matter, to oblige the councilors to take an oath to preserve secrecy on a particular matter. ~. Frequency of sessions. The almost universal practice of the Sacred Congregation in approving constitutions is that an or.dinary session of the general council is to be held every month. The article adds that more frequent sessions are to be convoked when necessary. A very small number of constitutions prescribe less frequent meetings, e. g., every two or three months. It is very difficult to reconcile such infrequent sessions with the obligation of having all the councilors reside in the motherhouse and with the insistence that they be free of all duties incompatible with the office of general councilor. An ordinary session every month is decidedly the pref-erable norm. An extraordinary session should be called by the superior general for any matter of greater moment. He should consult his councilors frequently, since the practice of the Sacred Congregation places marked emphasis on the office of councilor. These principles are true of all other councils. A monthly ordinary session is also the usual norm for the councils of provinces, houses, and monasteries of nuns. 9. Convocation of the council (c. 105, 2°). When either the delibera-tive or consultive vote is required by canon law or the constitutions, canon 105, 2°, commands the superior to convoke ~11 the councilors who can be present.5 He must therefore, sufficiently ahead of time, inform all the councilors of the place, day, and hour of the session. A convocation is not obligatory when the constitutions or customs determine the place, day, and hour of the meetings. Obviously all other sessions that the superior institutes on his own authority must also be convoked. The secretary may and often in fact does convoke the council at the order of the superior. The councilors should at the same time be given a list of the important matters to be discussed, so that they may properly prepare for the meeting. Unprepared sessions are usually both unsatisfactory and unduly prolonged. 10. Number of councilors required. (a) By the code (c. 163). By the code, a superior has the right to act when at least one councilor is present after all have been properly convoked (c. 163). The 4Cf. Vermeersch, De Religiosis, II, n. 121; Battandier, Guide Canonique, n. 466; Bastien, Directoire Canonique, n. 324. sCf. Vromant, op. cir., n. 40; Jone, op. cir., 120; Michiels, op. cir., 530. 134 May, 1960 COUNCIL~ IN LAY INSTITUTES superior may not act when he alone is present, since there would then be no consent or advice of the council. Therefore, if the constitutions do not demand the presence of a definite number for a session of the council, the superior may act validly and licitly when only he and another councilor are present, The same is true when the president of a session is the assistant or vicar in virtue of a provision of the co~.~titutions or delegation from the superior. It is clear that a session should ordinarily be postponed when only one of four councilors is present. According to the law of the code, the superior has no obligation to substitute other religious for absent councilors. It is not certain: that he may do so licitly or even validly, since the rights of the council devolve after convocation on those~ who are present and these are to be considered juridically as a full council.~ However, because the code does not expressly nor certainly forbid substitu-tion, it is probable that the superior may summon such substitutes. 7 He may use an analogous norm from the code (c. 655, § 1) and select the substitutes with the consent of his council; or he may follow one of the norms of substitution admitted in the practice of the Holy See, explained in (c) below, e. g., by taking the local superior as the first substitute and then, with the consent of his council, selecting the other substitutes from the professed of perpetual vows of the house in which the session is held. (b) By the general law of constitutions. The constitutions of lay congregations very frequently demand the presence of the superior general and two councilors for any session of the general council, and a few require a unanimous vote when only this number is present. Other specifications are also found, e. g., two-thirds of the general council, and three general councilors. The Normae of 1901 (n. 273) seem to suppose that the superior general and at least two councilors are present at any session. These constitutions do not demand that the absent councilors be replaced by substi-tutes, i. e., outside of the matters listed in the following paragraph; and substitution is accordingly regulated by the norms given above. It is not the practice to summon substitutes in such cases. (c) By the law of the constitutions [or appointments and other de-termined matters. Most constitutions of lay congregations, following the Norrnae of 1901 (n. 273), require a full general council for ap- ~Cf. Can. 163; 165; Goyeneche, De Religiosis, 47-48; Quaestiones Can-onicae, I, 26-27; Bastien, op. cir., n. 327; Schaefer, De tteligiosis, n. 586; Pejska, Ius Canonicum Religiosorum, 233. 7Cf. Coronata, Institutiones Iuris Canonici, I, 658, note 3. 135 JOSEPH F. GALLEN Review for Religious pointments to offices. A small number extend this to other matters, e. g., admission to the noviceship and first and fihal profession, dismissal of professed religious, matters that require recourse to the Holy See or the local ordinary, and even for all matters that demand a deliberative vote. Full membership is required in such constitu-tions for the liceity, not for the validity, of the superior's action. If all the members of the council are not present, the ap-pointment, if possible, should be postponed. If it cannot be deferred, the substitutes prescribed by the constitutions are to be summoned. The most common norm of substitution is that the local superior is to be called and, if a second substitute is necessary, the superior general, with the consent of the councilors present, is to choose him from the professed of perpetual vows of the house where the session is being held. If the local superior is already a general councilor or cannot attend, a religious of perpetual vows is to be chosen in this same way as first substitute. Many other norms of substitution have been admitted by the Holy See. For example, the second sub-stitute need not be of the house where the session is held; the first substitute is the secretary general, or the secretary or bursar general; the superior general, with the consent of the councilors present, chooses as substitutes religious professed for at least ten years; one or two professed of perpetual vows; and, finally, a pro-fessed of perpetual vows, preferably the bursar general. It is pos-sible to find constitutions that demand a full council for determined matters but do not provide any norm of substitution. In such cases the superior is to summon substitutes according to one of the norms given above (c. 20). Constitutions rarely mention the necessity of the presence of a minimum number of provincial councilors, of a full council for determined matters, or give norms of substitution for this council. Such provisions, when found, follow those described above for the general council. (d) Non-councilors" attending sessions. The constitutions usually state, at least of the superior general, that he may summon religious who are not councilors to sessions of the council to give information or advice but that he is forbidden to grant a vote to anyone who is not a councilor. Any superior has this same right. Those most likely to be called are the bursars, masters of novices and of junior professed, and supervisors of schools, hospitals, and studies. It is evident that no one has a right to vote in a council or to act as a councilor unless he is such by election, appointment, or by a provision of law. Some constitutions contain the strange provision that persons summoned as above "have only a con- 136 COUNCILS IN LAY INSTITUTES sultive vote." The same is more frequently said of the secretary general, e. g., "If the secretdr~y general'is,not a councilor, he has only a consultive vote." All such persons give information or advice only when requested and merely to help the superior and the councilors to form their opinions, and this may be the sense of the constitutions in question. They do not vote nor act as councilors; this appertains only to the superior and the councilors. Further-more, a secretary of a council is not by that fact a councilor nor should he act as such. He is in the same position as any non-councilor who is summoned to a session. Therefore, he has no right to give an opinion in a council unless this is at least implicitly requested by the superior. 11. Common deliberation (c. 105, 2°). The proper and primary canon on the obligatory consent or advice of a council or chapter is canon 105. The literal translation of this canon is that the coun-cilors or capitulars "are to be legitimately convoked and to manifest their opinions" (c. 105, 2°). The evident translation of the sense of this clause is that "they are to be legitimately convoked and to manifest their opinions in a common deliberation." The canon thus commands absolutely that the councilors or capitulars are to express their opinion in a common deliberation. It is therefore difficult to understand the reason for the statements of some authors that canon 105 does not forbid a councilor to vote through a proxy or by letter or that these are forbidden only for a canonical election (c. 163). From the wording of canon 105, 2°, it is illicit, but not certainly invalid, for a superior to secure an obligatory consent or advice outside of a common deliberation, e. g., through a proxy, by letter, or by interrogating the councilors or capitulars individually and separately and securing in this way their oral consent or advice. 8 The obligation of a common deliberation ceases and the consent or advice may be requested separately when the matter is urgent and a common deliberation is impossible or at-tainable only with unusual difficulty. It is possible for an institute to have a privilege from the Holy See permitting an obligatory vote to be asked separately, 8Vromant, op. cit., n. 40; Vermeersch-Creusen, Epitome Iuris Canonici, I, n. 229; Wernz-Vidal, Ius Canonicum, II, De Personis, n. 33; III, De Religiosis, n. 155; Coronata, op. cir., n. 154; Ojetti, Comfnenta}'ium in Codicem Iuris Canonici, II, 182-83; Fanfani, De Religiosis, n. 66; De Carlo, Jus Religiosorum, 82; Goyeneche, Quaestiones Canonicae, I, 180-82; Cappello, Summa Iuris Canonici, I, n. 201,'4; Pejska, op. cir., 233; Bender, op. cir., n. 417; Bergh, Revue des Cdmmunautds Religieuses, 20 (1948), 78; Chelodi-Ciprotti, Ius Canonicum de Personis, n. 102; Brys, Juris Canonici Compendium, I, n. 296, 2; Sipos, Enchiridion Iuris Canonici, 82. 137 JOSEPH F. GALLEN Review for Religious e. g., by letter. Several authors maintain that the particular law or custom of an institute may permit separate voting.9 The opinion of these authors may be followed, even though it is not easy to perceive the foundation for the opinion. Canon 105, 2°, does not contain a clause permitting the continuance of contrary laws or customs, and it is difficult to see how a contrary immemorial custom or one of a century's duration could not-be prudently removed in this matter (cc. 5-6). The attempt to prove the same doctrine by recurring to canon 101, § 1, 1°, is equally obscure. It is true that this canon explicitly permits particular law to prevail over the common law, but it is a canon that only secondarily and analogously applies to an obligatory consent or advice of a council or chapter. The primary and proper canon is canon 105, 2°, which demands a common deliberation absolutely. The value of the com-mon deliberation is that the reasons and facts adduced by some will clarify the issue in the minds of all. A common deliberation also lessens the difficulty in proposing an opinion Contrary to that of the superior. The superior proposes the matters for discussion. He should give an objective description and explanation of each case, without revealing his own opinion. He then asks the opinions of each of the councilors. It is sometimes enjoined by the constitutions and is often customary for the last in precedence to speak first. The superior is to strive to secure a sincere and complete expression of opinion from all the councilors. Canon 105, 3°, obliges the councilors to express their opinions respectfully, sincerely, and truthfully. The superior should take care lest any more aggressive and vocal members dominate the council. These are not necessarily the most able or prudent. The councilors are to consider all matters objectively; they are not to be motivated by partisanship, faction-alism, anger, pride, stubbornness, or blind adherence to their own opinions. The councilors have full liberty to express their opinions. Their norm is the objective merits or demerits of the question, not what the superior wants. To assure this liberty, it is better for the superior to give his opinion last. The superior must be careful lest his attitude intimidate or discourage the councilors from a sincere expression of opinion. He may never consider the council as a mere "rubber stamp" for his own ideas. ~Maroto, Institutiones Iuris Canonici, I, 556, note 1; Michiels, op. cir., 530; Jone, op. cir., 120; Schaefer, op. cir., n. 582; Cocchi, Commentarium in Codicern Juris Canonici, II, 44; Geser, Canon Law Governing Communities of Sisters, n. 395. 138 ~VIay, 1960 COUNCILS IN LAY INSTITUTES The amount of time given to each matter will evidently vary with its importance and the :ease or difficulty in reaching a decision. The superior determines the duration and the number of times each councilor is to speak. Some constitutions state that an interval is to be allowed, at least on the petition of the majority of~the council, between the session in which a matter is proposed and that in which it is to be decided, unless the matter is urgent. This will o~dinarily occur only in important matters, but it is a norm that prudence itself will frequently demand or counsel. Some constitutions specify the interval as of one day or more, three or more; and three or eight days. 12. Manner of voting. Canon 105 does not impose any determined manner of voting, i. e~, orally, in writing, publicly, or secretly. The code requires a secret deliberative vote for alienations and the contracting of debts and obligations (c. 534, § 1) and for the dismissal of professed of temporary vows in pontifical congregations of men or women (c. 647, § 1). Very few constitutions of lay institutes contain any provision on the manner of voting, even though the Normae of 1901 stated that the deliberative vote was to be secret (n. 273). The varying provisions on the necessity of a secret vote in constitutions are: for all matters; whenever the deliberative vote is required; only for appointments; councilors may request it for an important matter; and when demanded by canon law, the constitutions, or requested by two councilors. The preferable norm is a secret vote whenever the deliberative vote is required. A secret vote is ordinarily taken by means of black and white beads or beans or in some similar manner. 13. Necessity of voting. Whenever the deliberative vote is required, the councilors are actually to vote; and the result of the voting is to be announced to the council. Otherwise the superior could not be certain that he had the consent of his council. The superior also votes. Actual voting may be done but is not necessary when only the advice or consultive vote is demanded. The superior is not obliged to follow even a unanimous consultive vote and he can reach his decision merely from the opinions proposed by the councilorS.1° 14. Number of votes required (c. 101, § 1, 1°). Unless the constitu-ti0ns specify a different norm, the votes are computed according to canon 101, § 1, 1°, i. e.~ a matter is settled by an absolute ~°De Carlo, op. cir., 82. On the fact that the superior also votes, cf. Bastien, op. cir., n. 326; Battandier, op. cit., n. 453; Lanslots, Handbook of Canon Law, n. 394. 139 JOSEPH F. GALLEN Review for Religious majority, which is any number thdt exceeds half the valid votes cast. The constitutions do not contain, either for affairs or ap-pointments, the norm of canon 101, § 1, 1°, that a relative majority suffices on the third balloting. In appointments one person is voted for at a time; and all affairs are so proposed that they can be voted on affirmatively or negatively. Since the superior and the councilors ordinarily constitute an uneven number, a tie is scarcely possible unless one of the members is absent. Canon 101, § 1, 1°, commands a superior to break a tie after the third balloting, and this norm is to be observed when the constitutions are silent on this matter or do not contain a different norm for breaking a tie. In the former practice of the Holy See in approving constitutions, The superior was given the right or was commanded to break a tie after the first balloting. The recent practice gives this right or imposes the obligation only after the third balloting. In breaking a tie, the superior merely declares which side he favors; and he is not obliged to break the tie in favor of the side for which he had already voted. If the constitutions command the superior t~o break a tie after the first or third balloting, he must do so. He is not permitted to put the matter to another vote. The constitutions almost universally demand a full council for appointments and deny the superior the right of breaking a tie in this matter. In this case, a tie proves that the person concerned has not secured the vote of the council. 15. Appointments to office. The council should have a list of those qualified for office. This list is to be renewed at fixed intervals, e. g., every two or three years. Such a method will expedite the selection of superiors and officials and will also help to prevent the constant appointment of the same religions as superiors. In making a par-ticular appointment, the superior proposes the names for discussion. He decides when the discussion is sufficient and then proposes the names individually for voting. 16. Deliberative and consult~ve vote (c. 105, 1°). (a) Deliberative vote. There is no ambiguity in the expression of this vote. It is required whenever the code or the constitutions demand the consent, de-cisive or deliberative vote of the council. The necessity of the vote is also perfectly clear from canon 105, 1°, i. e., a superior acts invalidly when he acts without or contrary to the majority vote in any matter for which the deliberative vote is required. The 140 May, 1960 COUNCILS IN ~.~AY INSTITUTES consent of the council is a necessary positive element for the validity of the act of the superior.~1 Two important distinctions are to be kept in mind. Let us take as an example the erection of a new house, for which the con-stitutions require the deliberative vote of the general council. The superior general is not obliged to propose or to admit the proposal of this matter, since it appertains to the superior to determine whether a particular matter is to be submitted to the council. If he does propose it, the superior general must have the consent of his council validly to erect the house. If he secures this consent, he may erect the house; but he is not obliged to do so. He may abstain from such an action. The law commands him to have the consent of his council to erect the house; it does not oblige him to act according to the consent of the council.12 The second distinction is that canon 105, 1°, commands consent for the validity of an action of a superior when the consent is that of an inferior or inferiors, not when the law commands the consent of a higher authority, e. g., of a higher superior, the local ordinary, or the Holy See. The consent of a higher authority is required for validity only when this is expressly stated in the law in question; otherwise it is demanded only for the liceity of the superior's act.13 (b) Consultive vote. Consultive vote means that the superior is to listen to the opinions of his council. It is clearly stated in the following expressions: with the consultive vote, or with the advice, of the council; having consulted or heard the council; and according to the counsel or advice of the council. The expressions "with the council" and "with the vote of the council" are ambiguous but are to be interpreted in themselves as demanding only a consultive vote. Since the necessity of a vote is restrictive of the rights of a superior, it is to be interpreted strictly. Therefore, if it is doubtful whether any vote is necessary, no vote is necessary; if it is doubtful whether the vote imposed is deliberative or consultive, it is only consultive (c. 19). In constitutions it is preferable to use uniformly ~Can. 1680, § 1; Vromant, op. cir., n. 45; Michiels, op. cir., 504; Larraona, op. cir., 9 (1928), 422; Naz, Traitd de Droit Canonique, I, n. 367. Cf. De Ritibus Orientalibus de Personis, can. 35, § 1, 1°. 1~Michiels, op. cit., 500; Goyeneche, De Religiosis, 47; Quaestiones Can-onicae, I, 185; Jone, op. cit., 118-19; Larraona, op. cit., 9 (1928), 422, note 686; 424; Bender, op. cir., n. 377, 1; Berutti, De Personis, 58; Abbo-Hannan, The Sacred Canons, I, 153; Beste, Introductio in Codicem, 167. ~aMichiels, op. cir., 495; Berutti, op. cir., 56; Jone, op. cir., 118; Bender, op. cir., n. 377, 2; Regatfllo, Institutiones Iuris Canonici, I, n. 206; Scho.enegger, Periodica, 31 (1942), 120~21. 141 JOSEPH F. GALLEN Review for Religious the expressions "with the consent" and "with the advice." Both are clear and brief. 1° An act placed without consultation, i. e., the act requires the advice of a council and the superior does not even request this advice. Such an act of a superior is almost certainly invalid from the wording of canon 105, 1°;~4 but it is still solidly probable that the act is merely illicit, not invalid, until the Holy See has author-itatively decreed otherwise. Therefore, a superior acts validly but illicitly if he acts without seeking the advice of his council when this is required by law. The previous consultation is required for validity whenever a determined law demands the consultation under the expressed sanction of invalidity. This is true of some canons, e. g., 2152, § 1; 2153, §.1; 2159; but no such canon is found in the section on religious. The same sanction is possible but in fact is not imposed by the law of the constitutions of lay institutes. 2° No obligation to follow the consultive vote. The code does not oblige a superior to follow even the unanimous consultive vote of his council; but it is recommended and he is counselled ordinarily to do so, i. e., he is to consider seriously and should not depart from a unanimous vote unless he has a reason that prevails over the vote. The superior is the judge of the existence and weight of such a prevailing reason. It is evident that a superior is always to give due consideration to the advice of his council, especially but not only when it is unanimous; otherwise the office of a councilor and the obligation of seeking advice in such matters would be mere formalities. 17. Matters that require the deliberative or consultive vote. The con-stitutions contain an article that lists what are called the more important cases in which the deliberative vote of the general council is necessary. This article is usually unsatisfactory. It does not list all nor the more important or practical cases of such a vote. The constitutions most rarely include a list of the matters that demand the consultive vote. The list below is based on the present practice of the Holy See and is intended to be complete. This prac-tice is not invariable. In different approved constitutions, the same matter sometimes demands a deliberative vote, a consultive vote, or no vote at all. The list therefore will not be in complete agree-ment with all constitutions, even if they have been recently ap-proved by the Holy See. Some of the matters listed below demand 14Cf. De Ritibus Orientalibus de Personis, can. 35, § 1, 2°. 142 May, 1960 COUNCILS IN LAY INSTITUTES the deliberative or consultive vote from. the law of the code, but in most cases the vote is imposed only by the law of the constitu-tions. It would unnecessarily complicate the question to include this distinction in the list. Some also require recourse to the Holy See or the local ordinary, but this is stated in the chapter of the constitutions that treats of the particular maiter. (a) The superior general must have the deliberative vote of his council in the following cases. 1° The condonation in whole or in part of the dowry of those having degrees or compensating abilities, if such a faculty is contained in the constitutions. 2° The investment of the dowry. 3° Dispensation from an entrance impediment of the constitu-tions. 4° Admission to the noviceship and first profession. 5° The establishment or transfer of a novitiate. 6° The dismissal of a professed of temporary or perpetual vows and the sending of a professed religious immediately back to secular life. 7° The convocation of an extraordinary general chapter for reasons other than those specified in the constitutions, the designation of the place of a general chapter, and the forma-tion of groups of smaller houses for the election of delegates to the general chapter. ' 8° The transfer of the permanent residence of the superior general or provincial. 9° To give a formal precept of obedience to an entire house, province, or to the entire congregation. 10° To appoint a. visitor for the entire congregation or an entire province, at least if the visitor is not a member of the general council. 11° The choice of a substitute for an absent general councilor. 120 The acceptance of the resignation, removal, and deposition of a general councilor, secretary general, bursar general, procurator general, and the appointment of a si~ccessor in these cases. 130 The appointment, transfer, and removal of provincial, regional, and local superiors, their councilors, secretaries, and bursars, of a master or assistant master of novices, the master of the junior professed, instructor of tertians, supervisors of schools and studies, principals of schools, and administrators of hospitals. 143 JOSEPH F. GALLEN Review for Religious 14° Approval of the accounts of the bursar general. 15° The imposition of an extraordinary tax, the alienation of property, contracting of debts and obligations, the making of contracts in the name of the congregation, extraordinary expenses, and other matters of a financial nature according to the norms of canon law and the ordinances of the general chapter. 16° The erection of new provinces; the union, modification, or suppression of existing provinces; the formation, change, and suppression of regions; and the erection and suppression of houses. 17° All matters for which recourse to the Holy See is necessary. 18° All matters remitted to the deliberative vote by the general chapter. (b) The superior general requires the Consultive vote of his council in the following cases. 1° The dismissal of novices. 2° The prolongation of the noviceship and temporary profession. 3° Admission to renewal of temporary profession, to perpetual profession, and exclusion from the renewal of temporary profession or from perpetual profession. 4° The declaration of fact for the automatic dismissal of a pro-fessed religious. 5° Approval of the quinquennial report to the Holy See. 6° Approval of the reports of the superior general to the general chapter. 7° To give a practical interpretation of a doubtful point of the constitutions. 8° All matters remitted to the consultive vote by the general chapter. There is very little in many constitutions on the part of the provincial superior and his council in the acts listed below. There is even more variety in the constitutions that do treat this matter. The admission to the noviceship and professions, the dismissal of novices, the appointment of local superiors, local councilors and bursars, and of the master and assistant master of novices are often made by the provincial with the consent of his council but require the consent or especially the confirmation, ratification, approbation, or approval of the superior general with the deliberative vote of his council. (c) The provincial superior requires no vote of his council for admission to, prolongation of, or dismissal from the postulancy. 144 .May, 1960 COUNCILS IN LAY INSTITUTES (d) The provincial must have the deliberative vote of his council: For the following acts: 1° Investment of the dowry. 2° Admission to the noviceship. 3° To send a professed religious immediately back to secular life. 4° The designation of the place of the provincial chapter and the formation of the groups of smaller houses for the election of delegates to this chapter. 5° To give a formal precept of obedience to an entire house. 6° To appoint a visitor for the entire province, at least if the visitor is not a provincial councilor. 7° The appointment of local councilors and bursars, principals of schools, and administrators of hospitals. 8° Approval of the accounts of the provincial bursar. 9° The alienation of property, contracting of debts and obliga-tions, the making of contracts in the name of the province, extraordinary expenses, and other matters of a financial nature according to the norms of canon law and the ordinances of the general chapter. 10° Other matters according to the enactments of the general chapter. For the following requests to the superior general and his council: 1° The condonation in whole or in part of the dowry of those having degrees or compensating abilities, if such a faculty is contained in the constitutions. 2° Dispensation from an entrance impediment of the constitutions. 3° Admission to first temporary profession. 4° Dismissal of a professed of temporary or perPetual vows. 5° Erection and transfer of a novitiate and erection and suppres-sion of houses. 6° The removal, deposition, and replacement of a provincial councilor, secretary, or bursar; and the appointment, transfer, and removal of local superiors, the master and assistant master of novices, the master of the junior professed, the instructor of tertians, and provincial supervisors of schools and studies. 7° All matters for which recourse to the Holy See is necessary. 8° Other matters according to the ordinances of the general chapter. (e) The provincial superior requires the consult~ve vote of his council: For the following acts: 145 JOSEPH F. GALLEN Review for Religious I° Prolongation of and dismissal from the noviceship. 2° Admission to renewal of temporary profession. 3° The declaration of fact for an automatic dismissal of a professed religions. 4° Other matters according to the ordinances of the general chapter. For the following requests to the superior general and his council: 1° Prolongation of or exclnsion from renewal of temporary pro-fession and exclusion from perpetual profession. 2° Admission to perpetual profession. 3° Other matters according to the ordinances of the general chapter. The treatment of the local council in constitutions is far more varied and unsatisfactory. Canon 653 states: "In the case of grave external scandal or of very serious imminent injury to the com-munity, a religions may be immediately sent back to secular life by a higher superior with the consent of his council or even, if there is danger in delay and time does not permit recourse to a higher superior, by the local superior with the consent of his council and that of the local ordinary." This extraordinary case is the only one in which canon law demands the consent of the local council in a lay institute. The following typical article is a practical summary of what is found in constitutions at the present time. The local superior shall convoke his council every month, or oftener if necessary. Outside of the extraordinary case of canon 653, the local councilors have only a consultive vote except in matters for which the general chapter or the superior general with the consent of his council has decreed that the vote mnst be deliberative. The superior is to discuss with his council the appointment of religions to the local offices and duties not :reserved to higher superiors, the monthly approval of the accounts of the local bursar, financial matters according to the ordinances of the general chapter, the ~material condition and all important matters of the house and its works, the observance of the constitutions, the progress of the religions spirit among the members of the house, and the means to be used to correct abuses and defects that may have crept into the house. Several constitutions impose a deliberative vote for all financial matters. 18. Monasteries of nuns. A monastery is different from a congrega-tion in that the superioress may be obliged to seek the vote of either the council or the chapter (cc. 534, § 1; 543; 575, § 2; 646, § 2). To give again merely a practical summary of what is stated 146 May, 1960 COUNCILS IN LAY INSTITUTES in constitutions, the vote of the chapter is deliberative for ad-mission to the noviceship and temporary profession and consultive for admission to final profession, solemn or simple, and in some monasteries for all the more important affairs of the monastery. The vote of the ,council is deliberative for the dismissal of a novice, investment of the dowry, dismissal of a professed of temporary or perpetual vows, the sending of a professed religious immediately .back to secular .life, appointment and removal of officials of the monastery, alienations, the contracting of debts and obligations, extraordinary expenses; and in some monasteries there is a de-liberative vote previous to that of the chapter for admission to temporary profession. The vote of the council is consultive for the dismissal of postulants; the prolongation of the postulancy, noviceship, or temporary profession; all other important matters of the monastery; and' in some monasteries there is a consultive Vote previous to that of the chapter for admission to perpetual profession, solemn or simple. 19. Federations of nuns. The mother general (president) requires the consent of her council in such matters as the designation of the place of the general chapter; the convocation of an extra-ordinary general chapter; acceptance of the resignation, deposition, and appointment of a successor of a general official; and the erec-tion and suppression of monasteries. The regional mother is obliged to consult her council on such matters as the erection and suppres-sion of monasteries and the possible erection of a common novitiate. It is evideat that the council of a confederation, federation, or region should also be consulted in other important matters. 20. Minutes. There should be a council book, in which the minutes of each session are recorded by the secretary. These are to contain the date, names of the absentees and of any substitutes, all affairs that were discussed, the decisions reached, and the number of votes for and against each decision. The minutes are read and approved by the council at the beginning of the following session. The secretary should add a notation of the vote by which the minutes were approved. The minutes are then signed by the superior and the secretary or, according to some constitutions, by all the councilors. In many congregations the minutes are signed by the superior and the secretary before the approval of the council, and there are also congregations in which this approval is not prescribed. The reading and approval of the minutes are an or-dinary practice in both secular and religious bodies of this nature. 21. The assistant and vicar. The constitutions of lay institutes 147 JOSEPH F. GALLEN ordinarily determine that the assistant takes the place of the superior, whether general, intermediate, or local, when the latter is absent or for any reason whatever is unable to exercise his office. They prescribe with equal frequency that the assistant, as vicar, succeeds immediately but provisionally to the office of superior on a vacancy by death, resignation, removal, or deposition. A vicar has all the powers of a superior, as has also an appointed acting superior. The right to convoke and preside over a council appertains to the superior, vicar, and an acting superior. A few constitutions enact that the general or provincial assistant con-yokes, and presides over the council when the respective superior is sick, absent, or otherwise impeded. Unless expressly forbidden by the constitutions, any superior may also give even general delegation to his assistant to do this (c. 199, § 1); and this power is explicitly stated in some constitutions. It is not the practice of constitutions to make provision for sessions of the local council in the absence or incapacity of the local superior. Any vicar or acting superior, whether general, intermediate, or local, should hold the sessions prescribed by the constitutions, sinve he pos-eesses the authority of a superior. Because his office is provisional and temporary, he should avoid innovations of moment unless these are demanded by the urgency of the matter. 148 The Dictionary of Spirituality R. F. Smith, S.J. THE DICTIONARY OF SPIRITUALITY (Dictionnaire~ de I spiritualit~) is a French reference work devoted exclusively to matters concerned with spirituality. The Dictionary is still in process of being published; three volumes have already appeared, and a large part of the fourth volume has been issued in separate fascicles. The purpose of this article will be to give some idea of the contents of the latest fascicles (nos. 26 and 27; Paris: Beau-chesne, 1959). No attempt will be made here to indicate all the articles included in the two fascicles, but a number of them will be summarized so that readers of R~.v~Ew Fo~t RELm~OUS may have some knowledge of the type of subject matter treated in the Dictionary. As is evident, statements of fact or of opinion are the responsibility of the authors of the various articles in the Dictionary and do not necessarily reflect the views of the editorial staff of the REw~.w. Elevations English spiritual literature does not as a rule use the term elevation as the name of a certain type of meditation book, but both the name and the type have been popular in France; the history of this form of spiritual writing is detailed in the Dictionary from column 553 to 558. The term elevation is actually an ancient one in the history of thought, going back to Plato and other pagan Greek philosophers, the aim of whom was to secure the ~a¢~, or the a~a~7~ (both words mean equivalently elevation or ascent) of the soul to God or at least to spiritual realities. These words were then taken over by Christian writers, and all the more readily since parallel ideas are found in the Bible (see Ps 123:1; 141:2; Col 3:1-2). Hence it is that the traditional description of prayer has always been that of an elevation (or an ascent) of the mind to God. Since the seventeenth century, howev.er, the term elevation has been used in French spiritual literature to denote meditations in which the beauty of the thoughts, the ardor of the feelings, and a certain magnificence of style join forces to lift the soul more easily and gently to the thought of God. Passages of this kind of 149 R. F. SMITH Review for Religious writing are to be found even among pagan writers (for example, the monotheistic hymn of. Aton, some of the passages in Plato and Plotinus); and large sections of the Bible also partake of the nature of elevations (see Jb 36:22-39:25; Tob 13; Is 60-62; Jn 17; Rom 8). So too throughout the course of Christian spiritual literature elevational passages have not been absent, but it was not until modern times that elevations became a separate and self-conscious type of spiritual writing. Cardinal B~rulle gave the greatest impetus to the new form with his frequent elevations, the purpose of which was to bring the spirit of the liturgy into private devotion, The greatest example of elevations is Bossuet's work, Elevations to God on All the Mysteries of the Christian Religion. This type of writing is still frequent among the French, Vandeur and Guerry being, two of the foremost exponents of it today. Elijah Two Carmelite authors (col. 564-72) examine the validity of the traditional association of the prophet Elijah with religious life and with the Carmelite order in particular. The first section of the article remarks that although the Carmelite- tradition of~ the prophet Elijah as the father of monastic life has. not always been based on the soundest reasons, yet the intuition incorporated into the tradition is basically sound; for Elijah is presented in the Bible as a remarkable combination of contemplation and action. Thus, for example, in his dispute with the priesis of Baal on Mount Carmel there is manifested the zeal of Elijah for the worship of the one, true God, even at the possible danger of his. own life. So, too, Elijah shines forth as a man of action in his constant and frequent opposition to the kings whom he regarded as a source of moral corruption for the Israelites. The contemplative aspect of Elijah is shown in the scriptural presentation of him as a man of mystery, removed from other men. His appearancesand disap-pearances are sudden; he lives in solitude, nourished by food pro-vided for him in a supernatural way; the distance between Elijah and other men is strikingly accentuated by his final ascent in a fiery chariot. Finally Elijah is presented as a man who has spoken with God and to whom God has spoken in that small, still voice which is a symbol of God's intimacy with him. The next section of the article considers Elijah and the mo: nastic life. Before the foundation of monastic life, .Greek and Latin fathers rarely referred to Elijah as a model for Christian living; 150 May, 1960 DICTIONARY OF SPIRITUALITY but the fathers of the desert found in him a forerunner of their own way of living, It is in fact in the Life of St. Anthony that is found the first explicit appeal to the example of Elijah as a model of a life lived in the presence of God. This linking of Elijah and the life of perfection continued to grow in the Eastern Church; and in the liturgical feast which was finally accorded Elijah he was hailed with the title usually given to a monk-saint: "terrestrial angel and celestial man." In its beginnings western monasticism did not appeal to the example of Elijah. Later, however, St. Ambrose and St. Jerome expressed the opinion that Elijah could be legitimately considered a forerunner of monastic life; and gradually the monks of the West came to see in the prophet a model for their own virginity, purity of heart, solitude, and life of prayer. Nevertheless there .are but few indications of a liturgical cult to the prophet, and even among the Carmelites the feast of Elijah was a late introduction. It is to be noted that the new preface approved for the feast of the prophet says of him that "he laid the foundations of monastic life." The last part of the article examines the relationship between Elijah and the Carmelite order. During the crusades of the eleventh and twelfth centuries, not a few of the crusaders were drawn to a life of preyer; and some of them settled on Mount Carmel in pursuit of this aim. In 1209 a group of monks living on Mount Carmel re-ceived a rule of life from Albert, patriarch of Jerusalem; later the rule was confirmed in 1226 by Pope Honorius III. These monks became the Carmelites. It is not certain, however, that the monks had come to Mount Carmel out of veneration for the prophet; and their rule does not refer to the prophet as a source of inspiration. It seems more probable that the monks' presence on Mount Carmel gradually led to a devotion to Elijah which eventually became an integral part of the traditions of Carmelite spirituality. The legend of a continuous eremitical life on Mount Carmel from Elijah to the crusaders is alluded to in the Constitutions of the Chapter of London of 1281; and in the fourteenth century the figure of the prophet was linked with the strong Marian tradition of the Carmelites. Elizabeth of the Trinity and Anne Catherine Emmerich Sister Elizabeth of the Trinity (1880-1906) and her life lived in the praise of the glory of the Trinity have been of considerable interest to modern spiritual writers; the Dictionary's brief article 151 R. F. SMITH Review for ReligiOus on her (col. 590-94) delineates the stages of her spiritual progress, At nineteen she found in the writings of St. Teresa of Avila the central orientation of her life: intimacy with God living within her. From that time the aim of her life was to live always in the "cell" which God had built in her heart and one of the most characteristic phrases of her spirituality became that of the "heaven of my own soul." Later the Dominican Father ValiSe taught her to realize the Trinitarian aspect of the divine presence within her, and the reading of the works of St. John of the Cross gave her a full awareness of the transforming effects of the Trin-itarian presence. Meanwhile God Himself had been directing her, leading her through a long, continuous period of aridity and de-pression meant to purify her soul for its final ascent to God. At the end of this period on November 21, 1904, she was led to compose her famous prayer to the Trinity that synthesizes her entire spiritual doctrine. For Sister Elizabeth the fundamental condition of the spiritual life was the ascesis of silence and recollection, a separation from all things that could prevent one from praising God. The essential duty of the spiritual life was to believe in the God who is love and to give Him an adoration of love expressed in an absolute fidelity to His least desire. The model of this life she found in the Incarnate Word, for He is the perfect praise of the glory of the Father. And her final desire in her spiritual life was to join the unceasing praise of the blessed in heaven as that is described in the last chapters of the Apocalypse. Anne Catherine Emmerich (1774-1824) is known today chiefly for the lives of Christ and our Lady attributed to her, but she was also a stigmatist; it is this latter aspect of Anne Catherine that is first discussed in the Dictionary (col. 622-27). Although she possessed a partial share in the stigmata as early as 1799, it was not until 1812 that all the stigmata became apparent in her. Soon after their appearance she was given a full medical and ecclesiastical investigation. The wounds of Anne Catherine, however, yielded to no medical treatment; moreover' continuous medical surveillance established the fact that she fasted from everything except water. Later a governmental examining, board investigated the case and could find no evidence of deception or fraud. In the opinion of the author of the article the stigmata of Anne Catherine must be judged to have been of supernatural origin; a.n.d he quotes with approval the remark of Alois Mager, O.S.B., that the records of the stigmata of Anne Catherine constitute "a rare source for the 152 May, 1960 DICTIONARY OF SPIRITUALITY psychological, religious, and medical study of stigmatisation and other analogous phenomena." The case is not quite so clear, however, with regard to her visions. At the command of her spiritual director, Anne Catherine related her visions from 1818 to 1824 to Clement Brentano; from the notes he took from his almost daily interviews with her, he later published three works on the lives of our Lord and our Lady. Although Brentano himself admitted that Anne Catherine never attributed more than a human value to her experiences, he himself insisted on the historical accuracy of every detail in the works, claiming that Anne Catherine in her visions was actually present at every scene described. Critical study, however, has proved that Brentano actually incorporated into the works he published ac-counts borrowed from other writers. Accordingly in 1927 the Congregation of Rites refused to accept as the writings of Anne Emmerich the volumes published under her name. With regard to the visions actually experienced by Anne Emmerich, the author of the article concludes that it is impossible for anyone today to say whether or not they had a supernatural origin. Devotion to the Infant Jesus The Dictionary's article on devotion to the Infant Jesus (col. 652-82) details the history of that devotion from the earliest times down to our own day. The patristic period of the Church did not in general possess what we would call today a personal devotion to the Infant Savior. Even the liturgical feasts of Christmas and Epiphany did not express such a devotion, for they were primarily instituted to stress religious ideas "and dogmas, and not to com-memorate historical events in the life of Christ. In the earliest history of the Church, the closest thing to a manifestation of a devotion to the Infant Jesus is to be found in the nun~erous pil-grimages to the Holy Land and especially to Bethlehem. With the Middle Ages, however, devotion to the Infant began to grow and to flourish; medieval man, with his taste for the con-crete and his desire for affectivity in his religious life, was led quite naturally to a display of ardent devotion to the appealing figure of the Infant of Bethlehem. The devotion received its first major impulse from St. Bernard; it is in his sermons on the Nativity cycle that are given the first detailed contemplations of the Infant, and there for the first time is His charm described at length. Afterwards St. Francis of Assisi, with his predilection for the 153 R. F. S~I Review for Religious mystery of the Nativity, continued and enlarged the popularity of the devotion to the Infant Jesus. This Franciscan love for the Nativity scene also marked a step forward in the technique of meditation; it was at this time and on the occasion of meditations on the Nativity scene that the Franciscans introduced the method of entering into and becoming a part of the scene meditated on, The ardor with which the devotion was practiced during the Middle Ages can be judged by various indications. It is then that for the first time in the history of Christian sanctity., saints and mystics are given visions of the Infant Jesus. Painters began to depict the adoration of the Infant, thus making the Babe the center of their artistic works. At the same time the use of individual statuettes of the Infant came into existence. Finally, towards the end of the sixteenth century, the Carmelite Francis of the Infant Jesus became the first known person to choose the Infant as his special model. Tl~e frequency with which this title was afterwards used is a dear sign that devotion to the Infant Jesus had assumed the role of an orientating point for the conduct of the spiritual life. The seventeenth century saw another great growth in the devotion. The Infant Christ was a special object of devotion for Cardinal B~rulle who loved to insist that a person interested in the spiritual life could learn from the Infant innocence, dependency, humility, purity, and especially silence. Under B~mlle's influence, the French Carmelite nuns became advocates of the devotion; it was these nuns who popularized the notion that a person must become an infant in order to honor the Infant Word. St. John Eudes introduced a special feast of the Infant (February 6) and composed the oi~ce for it. Olier received a vision of our Lady bidding him to honor the infancy of her Son, and from him the devotion spread throughout the Sulpicians. Towards the end of the seventeenth century, however, devo-tion to the Infant began to decline, possibly because of the con-demnation of Madame Guyon, who had practiced an extreme form of the devotion. In the eighteenth century the devotion was not very prominent, though there was a growth throu~ghout the world in the devotion to the Infant Jesus of Prague. The religious revival of the nineteenth century, however, led to a new growth in the devotion; the extent of this growth can be judged from the number of congregations of religious who placed the name of the Infant Jesus in their official title. The devotion to the Infant Jesus con, tinues to be prominent in the modem Church. St. Teresa of Lisieux practiced the devotion as did the spiritual writer, Dom Vital 154 May, 1960 DICTIONARY OF SPIRITUALI~ Lehodey, whose whole spirituality was centered around the Infant of Bethlehem. Spiritual Childhood The article that is devoted in the Dictionary to a consideration of spiritual childhood or infancy (col. 682-714) is chiefly interesting for the scriptural data that it provides. Spiritual childhood is defined at the beginning of the article as an act of abandon into the hands of the Father made by a soul conscious of its own smallness and radical powerlessness. It is composed accordingly of humility and the consciousness of the divine fatherhood with all the limitless confidence implied by these two elements. This concept of spiritual childhood is to be found in the Old Testament but expressed in different phraseology. It is expressed first of all in the Old Testament theme of poverty. In the early books of the Bible poverty means only the lack of possessior&; but with Isaiah and Sophoniah it adds to this a spiritual meaning, denoting an attitude that is the opposite of pride. This poverty is the theme of some thirty of the Psalms where the poor man is shown to be one whose only wealth is God and who regards himself as an infant in the hands of God. The spiritualisation of this concept of poverty re-ceived its final form in the sapiential books, where the idea of spiritual poverty is completely isolated from its sociological mean-ing and made into a moral-ideal applicable to all, whether rich or poor. This poverty of spirit is a voluntary and total submission to Yahweh with a special emphasis on the smallness and powerlessness and misery of man with regard to his Creator. Poverty in this sense became an essential element in the Jewish religious attitude; it is to be noted that Zechariah (9:9) presented the coming King- Messiah as one who is poor in spirit. The constituents of spiritual childhood are also to be found in another major theme of the Old Testament, that of the father-hood of God. The idea of a divine fatherhood had deep roots in Semitic history; all Semite peoples regarded their national god as the father of the nation. Hence too Yahweh is the father of the Israelites, but in a special sense; since Yahweh is not a national god, but the Ruler of all peoples, His fatherhood of Israel is a special favor given to the Israelite people. Accordingly the prime duty of the Israelites is to honor Yahweh as their father, and He on HIS part must love and protect HIS sons. This loving relationship between God and the Israelite nation is emphasized by another figure of the Old Testament, that of God as the Bridegroom of 155 R. F. SMITH Review for Religious Israel; this figure accentuates the tenderness and intimacy of the union of God with Israel. When we come to the New Testament, it is to be noted that all the elements of spiritual childhood (including the vocabulary) are to be found in Christ's own personal teaching. He makes poverty (in the sense of the Old Testament) the fundamental attitude of His disciples; they must be joyfully aware of their own radical powerlessness with regard to the kingdom and must expect their salvation only from God. At the same time they must address God in their prayers as their Father, and their love for God as their Father demands of them an absolute confidence (see Mk 11:34; Mt 7:7-8; Lk 11:9). Christ also introduced the word child into the vocabulary of the spiritual life. In Matthew 11:25-26 Christ thanks the Father that He has made His revelation not to the wise and prudent, but to little children. The term "little children" is a translation of a Greek word meaning an infant still unable to speak; the doctrine of God, then, is given to those aware of their helplessness and receptive to help from outside of them-selves. Again in Mark 10:14 Christ says that the kingdom of God belongs to children; in this passage Christ's consideration is not directed toward the innocence or simplicity of children, but to their humility, receptivity, and confidence. The kingdom of God is a gift and a grace, and it must be received in the same spirit of de-pendence as the child receives his natural needs from his parents. It is to be noted that in the Gospels two groups of persons are said to possess the kingdom of God: the poor in spirit (Mr 5:3) and children (Mk 10:14). Thereby is made an identification of the poor man of the Old Testament and the way of spiritual childhood.' The poor man of the 01d Testament becomes the child of the Gospel. In the Pauline epistles there is given a sort of negative com-mentary on the word child, as Christ understood it. In his writings St. Paul always gives the word child a pejorative sense, implying childishness and lack of maturity. By so doing, St. Paul is not to be understood as rejecting the way of spiritual childhood, but as forcibly underlining the fact that spiritual childhood or infancy must be carefully distinguished from infantilism, which is not worthy of a Christian. The rest of the article on spiritual childhood or infancy does not add much to the above scriptural teaching. Three things from this section can, however, be noted here. First, growth in the understanding and practice of the way of spiritual childhood 156 May, 1960 DICTIONARY OF SPIRITUALITY developed in the Church under the impulse of devotion to the Infant Jesus. Secondly, it is again emphasized that spiritual child-hood is not childishness but is rather full Christian maturity. And thirdly, the way of spiritual childhood is but the development of the grace given in Baptism by which man is made into a son of God. Education for Sanctity The article (col. 714-27) on the spiritual life of the infant and the pre-adolescent child points out that a child becomes capable of exercising the supernatural powers that were given him in baptism when he reaches the age of reason, that is, when he is capable of an attitude of love and adoration towards God and hence of moral discernment. In many cases, says the author, this period may come quite late, but in well-endowed children who have received good training the age of reason may be reached at the early age of two and a half or three. The presence and growth of the spiritual life in the child can be judged by three signs based on the teaching of St. Thomas in Summa theologiae, 1-2, 112, 5c. These signs are: the child's aptitude for silence and interior recollection; his aptitude to do things for others without expecting a recompense .for himself; and a certain quality of peace and joy in the child's way of acting. The author next considers the various modes in which the child exercises his life of grace. The first way is that of a conversion process, as indicated by St. Thomas in Summa theologiae, 1-2, 89, 6c and ad 3. So St. Teresa of Lisieux experienced a conversion to God at least by the age of three; and Anne de Guign~ at the age of four experienced a conversion from a life of jealousy, anger, and pleasure to a life of love for her neighbor and intimacy with God. Generally this process of conversion takes place on the occasion of the symbols of God that are presented to it. Gradually the child begins to sense the presence and reality of a mysterious Being who is at once very powerful and very lovable and whose name is always uttered by his parents with respect and reverence. The life of grace in children is also expressed in contemplation, and the beauties of nature may well be the means by which the spirit and exercise of contemplation is aroused in them. Children also experience vocation, that is a particular orientation of their life as intended by God. Frequently the exact goal of this orienta-tion remains closed to them, but their life begins to take on a special comportment in accord with God's designs for them (for example, interest in thinking about God or in helping others), and 157 R. F. SMITH they develop a special spiritual climate (for example, joy or com-punction). Finally in this section the author inquires into the possibility of sin. in the infant and small child, concluding that grave sin is rare and practically impossible in children until they reach the ages of seven or eight. In the next part of the article the author considers how a child may be trained so as to allow him to develop the gifts of grace within him. The first requirement is to provide the child with a climate of silence and peace; hence in those training the child there must be calmness and a lack of nervousness, haste, and febrile agitation. The child must also be given a climate of joy, and this will be best achieved if he perceives that those around him regard their Christian life not as a burden but as a privilege. Hence too all religions duties must be presented to the child in a context of gladness. Parents and educators cannot afford to forget that the spiritual life of the child develops largely out of imitation of them. He knows God in the resemblance of those who speak to him about God. From the love of his parents he derives his first idea of the love and providence that God has for him; and the way in which parents and educators pronounce the name of God will be the child's first initiation into the mystery of God. From the beginning the child must be introduced to the fundamental and central truths of the Christian religion: God is great, and He loves us as a father. The communication of religious truth to the child must be made concrete and personal, for the child must be introduced into a living world of reality. Finally the child must be introduced to prayer and must gradually be made a participant in the prayer of his parents and educators. He should be taught the Our Father from the beginning and then other prayers -- short and dense -- drawn principally from the Bible and the liturgy. It is hoped that the above pages will furnish some indication of the kind of article to be found in the Dictionary of Spirituality. The work will be found useful both on the level.of information and on that of inspiration. It should be noted in conclusion that each article of the Dictionary provides bibliographical references for further study and investigation. 158 The Director of the Retreat Hugh Kelly, S.J. ANY PRIEST who has a tree understanding of the Spiritual Exercises will feel a movement of resentment, a desire to protest when he hears himself described as "preaching" a retreat. He can accept "giving" a retreat because the phrase carries the traditional meaning, but he knows that to consider him as preacher is to misunderstand the nature of the Exercises. He has, of course, to deliver conferences; but he must not be merely the preacher. He knows that if he is to be tree to the essential conception of that most distinctive ministry, he must be a director and director even more than preacher. But here a difficulty presents itself to the modem retreat master. There are certain circum-stances in the modem retreat which reduce -- if they do not suppress -- the role of the director. If these are not considered and countered, there is a grave danger that the director may be entirely replaced by the preacher and as a result the value of the Exercises seriously diminished. Before considering the problem presented by modem retreats, it will be necessary to have a clear idea of the role of the director in the Exercises as St. Ignatius understood them. It can be said without exaggeration that the place and function of the director are indicated or supposed in every stage of the retreat. A detailed page-by-page proof of this assertion would occupy too much space ¯ and moreover is not necessary. It will b~ sufficient t9. refer to those parts where the work of the director is most clearly indicated. First of all in position, and even in importance fdr our purpose, come the twenty Annotations, which are a set of practical instruc-tions meant to indicate what. the Exercises are and which are intended t~ help both the director and the exercitant, but chiefly the former. By far the greater part of these twenty are meant for the director. From the beginning they make it clear to him that he is in charge of the retreat, that he is to conduct and control it to such a degree that it can scarcely be conceived without him. He is given detailed instructions as to the manner in which he is to give The Reverend Hugh Kelly is presently stationed at Rathfarnlmm Castle, Rathfarnham, Dublin, Ireland. 159 HUGH KELLY Review for Religious his conferences, to propose the spiritual truths. He is instructed that he is to watch the exercitant so as to get to know his interior reactions, that he is to visit him every day to find out how he is following the meditations, that he is to protect him against those temptations or illusions that will trouble him at certain stages, that he is to impart to him some criteria that will enable him to deal with spiritual experiences, like consolation or desolation. He is also to enlighten and encourage and comfort him. In all this we are very far from the idea of one who merely preaches a set of spiritual conferences; we have a very definite sketch of one whose work is not at all finished when he has ceased to address the exercitant. It is made quite clear that his more important function is to see to it that his message has been received, that it has produced a definite fruit, and that it is carrying the hearer forward on a planned line. Moreover, throughout the course of the retreat, the work of the director is indicated. He is to administer the doctrine ac-cording to the capacity of the exercitant. He is to control the elaborate method and system which constitute a great part of the whole process of the retreat; he has the duty and power to modify, change, omit, retard', hasten, according to the needs of his hearer. This watclfful attention is especially commanded in the business of the election which is the chief work of the whole retreat. The preparation for this decision is the most subtle and delicat~ part of the director's work. He must shepherd the exercitant to this decision in such a way that the latter will be in the most favorable condition, spiritually and psychologically, to make the decision which is most for God's glory. He must enlighten him gradually and skilfully; he must guard him against illusions and errors; he must submit him to strong selected influences; he must dispose him, as it were, in every department of soul; and finally he must instruct him how to manipulate the complex method of election. But in all this elaborate, delicate work the director is, if he is to be true to his proper function, not to impose himself; he is not to urge nor drive nor even to lead. His work is essentially to bring it about, by his skill and prudence, that the exercitant is in the most favorable condition of soul to know the will of God, to feel most surely the attraction of grace, to be freed from inordinate affections in his choice. Hence the director must keep himself in the background; he will arrange the setting, regulate the tem-perature, so to speak, ward off interruptions, induce a suitable 160 May, 1960 DIRECTOR OF THE RETREAT atmosphere. He will then leave the soul face-to-face with God; he will not enter the ring when the decision is being made. This role of the director is clear in the genesis of the Exercises. We know that they record the process and method of St. Ignatius as he passed through the different stages of his conversion and vocation. When he was convinced that he was called to be an apostle, he set about that work in a characteristic way. He was not a preacher, either in natural gifts or with canonical authority. His method was to converse simply with a few hearers in a con-versational tone, to show forcibly and concretely what they were to do to live good Catholic lives, His talks were quite practical: how to examine their conscience, how to distinguish mortal sin from venial, how to make the commandments a living influence in their daily lives. He was concerned that his hearers should apply what he had said to their individual needs. He was primarily a director and not a preacher. When he. came to write down the fruits of his experience, he maintained the chief features of his apostolate: he gave the director the place he himself had played in his work for souls. That distinct place was recognized from the beginning;, and several manuals expounding that role -- called directories -- were composed, one of them by St. Ignatius himself. The chief official directory was drawn up at the desire of Father Aquaviva within forty years of the death of St. Ignatius and was meant to gather up and make permanent the practice and tradition of those who had learned from him. Its purpose is -- as its name indicates -- to lay down what is the function of the director. It is a practical manual, a method of procedure, a set of rubrics, for the conducting of the retreat. Thus the place of the director is fixed as an essential part of the Exercises. The director thus understood has been accepted in the tradi-tion and practice of the reinstated Society of Jesus as well as in the old. But with the lapse of time has come a new kind of religious retreat which does not seem to afford such a place to the director. The type of retreat specifically envisaged by St. Ignatius is one of thirty days, made by a man who probably had no previous exper-ience of spiritual things, for the purpose of coming to a decisio~a about his state of life -- an individual vocation-retreat. The place of a director in such a retreat is obvious and has been described. But the almost universal type of retreat in our time is something quite different; it is given to a religious community, as a prescribed periodic exercise, to those who may have long ago given themselves 161 HUGH KELLY Review for Religious to the service of God and who may well have considerable experi-ence of the spiritual life. The question then arises immediately, Is the traditional role of the director possible or how far is it possible in such aretreat? The question is one that cannot fairly be evaded. We are convinced of the value of the Exercises for the modern apostolate; and this conviction is strongly reinforced by the com-mendation given by Pins XI --' the most splendid testimony given by the Holy See to them. We are convinced of the place the director, that it is something substantial in them. But is a place possible in the modern retreat? The very considerable differences which mark. off the modern retreat from that envisaged by St. Ignatius must inevitably to considerable differences in the manner of giving the Exercises. There will be some obvibus modifications demanded by the conditions. For instance, some of thedoctrines proposed, especially in the beginning of the book, are of an elementary nature --how examine one's conscience, how to prepare for a general confession, and so forth. In our modern community retreat more mature deeper instruction will be expected. In the Directory in Chapter Nine, a considerable freedom is allowed to those who are practiced "in spiritual things." They are allowed to meditate on the subjects which they think useful for themselves or for the purpose they before them in the retreat. In his book La Spiritualit~ de la Com-pagnie de J~su, Father de Guibert discusses some of the changes which the new kind of retreat involves. He points out that those who make a retreat every year the Exercises must be quite familiar and that there is a danger of tedious monotony. overcome that mood of overfamiliarity in the audience and present the Exercises with some measure of freshness, a retreat giver of our day will need to introduce certain "adaptations enrichments." These will generally be the development of basic spiritual ideas of the Exercises, which are capable of hfmite application and development. The question of the director is no less important a problem. The measure and kind of direction prescribed by St. Ignatius an individual inexperienced in the spiritual life and seeking will of God about his state of life would not be appropriate: modern community retreat. That is at once obvious; the problem is to find out how much direction can be given in such a retreat and in what form. The retreat master is dealing with people who have been religions for many years and who may have reached high level of prayer and union with God. The first point to 162 ~Iay, 1960 DIRECTOR OF THE RETREAT noted then is that such people do not need the direction of be-ginners. There could be no need for detailed step-by-step direction, of constant inquiry into" the movements of grace, of warning against temptations and illusions. The stage for such treatment has passed long ago. The second point to be made is that direction need not be continuous. A soul finds itself perhaps at a minor crossroad, about to make a decision which may have considerable consequences; or it may feel attracted to some new method or degree in the spiritual life. Or again a soul needs confirmation, assurance, and encouragement. Such a soul knows that the mere fact of manifesting one's aims, attractions, failures to a sympathetic and competent director will bring light or a warm sense of gratitude and security. The situation of such souls can be easily explained to an experienced director and valuable help derived from such a procedure. That is a true and fairly normal process of direction with souls well advanced. These do not feel the need of constant direction; they will get the help they need with such occasional interview, s. How often does one hear a priest or religious say that a certain retreat marked a stage in their life; and on inquiry it would be explained that the 'deciding influence did not come from what was said at the conference table but from an interview in the confessional. The priest giving the retreat was a trained director; he understood the situation, the needs and capacity of the soul; he gave the advice and enlightenment which the occasion demanded; his help constituted direction in the truest sense. It follows from this that in a retreat according to the method of the Exercises the place of confession is of great importance. It is through the confessional that the director will. do his work; it is there that the general instructions of the conference are applied to the needs and dispositions of the individual. We may have heard retreat masters say that all their work was done at the conferences and that consequently the retreat confession meant for the exer-citant merely the usual weekly confession of rule or at most a brief review of the year since the last retreat. Such an opinion shows a very naive idea of the complexity of the individual soul. It also shows that the director has been replaced by the preacher and that the traditional way of giving the Exercises has been abandoned. That this traditional view is not merely a venerable tradition but still very much a matter of practice is clear from recent works on the Exercises. One article begins by correcting a mistaken view as to the strong point of the whole scheme of the Exercises, the view 163 HUGH KELLY Review for Religious that the value lies primarily, if not entirely, in the rigorous con-nection, the studied progress of ideas. The author points out that such a view takes no account of the interior activity which is suggested and controlled by the director.~ Another article describes in detail the work of finding the will of God pursued by the com-bined efforts of the exercitant and the director. This treatment is not merely historical, but obviously envisages the modem retreat.2 We may take it then that to secure the tree distinctive fruit of a retreat a certain cooperation with the director is generally nec-essary. The soul that is responding more sensitively and generously to the interior movement of the Spiritual Exercises will see the value, ff not the need, of some contact with a skilful director. That contact may be brief, just one or two interviews in the confessional; but such briefmeetings will be truly helpful. They will be sufficient to give assurance about the general direction of the spiritual life and also perhaps sorely needed encouragement to continue to struggle against the paralyzing monotony of fervor maintained. No doubt the experienced soul will be quick to see the application of what the director says in his conferences; but if the troth is one which may have a considerable effect on the spiritual life, then it will be grasped more firmly and fruitfully if discussed with the director. In such a situation it is clear that the preacher has not taken over full control. The influence of the director is felt; it permeates all the stages; it is discreetly active behind the conferences. The director has not merely preached spiritual doctrine; he has tried to apply it. He has not merely instructed; he has actually guided. He has kept in touch with the individual exercitant -- at least with those who have realized the need or benefit of direction. He has a certain idea of how the Holy Spirit is working in that section of his audience, of how His inspirations are being received. In the sixth Annotation St. Ignatius points out that the entire absence of spiritual movements might constitute a suspicious sign. It might well indicate that the exercitant is not doing his duty, is not cooperating by his fidelity to the conditions of the retreat. Consequently he should be questioned with a view to discovering if his aridity is the result of negligence or is due to the action of God. If a retreat consists of a series of lectures, then the work of the preacher is done when he stands up from the table. He is 1Jean Laplace, "L'Expdrience du discernement dans les Exercices de Saint Ignace," Christus, 4 (1954), 28-49. 2Charles Jacquet, "Le rSle de l'instructeur de la retraite," Christus, 10 (1956), 208-24. 164 May, 1960 DIRECTOR OF THE RETREAT not expected to interest himself in the effect of his words on individual hearers. But in .such a situation there is no meaning in the Annotation of St. Ignatius. From what has been said it is clear that in a retreat according to the tradition of the Spiritual Exercises the confessional will play an important part because the work of direction will be done there. From the beginning then the director should make that fact evident. He should do what he can to get the exercitant to speak freely about his interior life. Whether .because of a certain natural reserve or because of a want of practice, many people find it very difficult to open their souls. The skilled director should have acquired means of dealing with these inhibited souls who have been locked up in themselves. There are certain leading questions which may help to split or melt the shell of reserve they have built around their interior life, questions which may set them thinking that the occasion may mean more than the telling of their sins and that there might be some benefit in revealing their state of soul to the gaze of a skilled and sympathetic director. "Are you satisfied with your progress after so many years .of religious life? Do you realize practically what your vocation de-mands of you? Have you been disappointed with religious life? Could you describe your way of prayer? Have you noticed a change in your prayer since the noviceship? What do you think is the strongest attraction which God exercises on you? Are you satisfied with living the daily routine superficially without much advertance to the general purpose of your religious life, which is perfection? Do you realize that perfection consists in charity? What is your idea of being a saint?" Questions like these will often come with a kind of revelation to certain souls. These questions are perhaps a new approach to the spiritual life; they may show a fresh aspect of what had seemed dull and uninteresting. They will often loose tongues which have been atrophied and open up interiors that will benefit greatly by light and air. We may take it that every religious is interested in his spiritual life, that he is prepared to talk about it if he knows how to do so and if he sees that another is taking an interest in him and is prepared to help him. This power of unlocking consciences is a part of the endowment of the director. It will, of course, be possessed in unequal measure; but every priest who gives the Exercises should try to cultivate it. There is another aspect of this attention to direction in a retreat which is worth emphasizing. The obvious handicap which the giver of the Exercises has to start with is the fact that they 165 HUGH KELLY Review [or Religio~8 are well known to his hearers. Most of these have made the Exer-cises before, perhaps many times. The foundation, sin, the kingdom, the standards -- they have been over that road before and know every step of it well. The strategic value of surprise, so sought after in warfare, must necessarily be sacrificed; there can be no surprise -- substantially -- in the Exercises. One who gives a retreat not based on the Exercises is free from this disadvantage. His hearers live in an atmosphere of expectancy. They troop to every new lecture as travelers to a mystery tour. Such a retreat may well be a series of unexpectancies and even surprises. The director of the Exercises, who has to forego this strategic pedagogic advantage, must try to compensate some other way. What he loses on the swings he must make up on the roundabouts. He will, of course, try to give what freshness he can to his meditations; but it is the Exercises he is giving, and for all his ingenuity most of what he says will be well known to his hearers. But he has another resource in his difficulty; a resource that may well make the retreat something really personal and appealing. He must remember that he is a director. He must try to bring the Exercises home to the needs of the individual soul. He must see to it that the retreat is not merely a set of entertaining instructions; but that the exercitant cooperates with the light and grace that are offered. This is the work of direction which, if skilfully per-formed, can more than make up for the familiarity of the matter. The truest benefit and even interest of a retreat will not come so much from the originality of the conferences as from the degree in which the truths have been assimilated and experienced. This statement is but a free translation of the well-known second Annotation of St. Ignatius which states a principle of the highest importance for prayer: "for it is not to know much, but it is to understand and savor the matter interiorly, that fills and satisfies the soul." This savor or taste of spiritual truths, this personal appreciation of the ways of God, does not come as a matter of course with the hearing of a discourse; it presupposes a distinctive personal effort. It will come from a sensitiveness of the exercitant, to which the action of the director will greatly ~ontribute. When it comes it is the true measure of the value of the retreat. It has made new and fresh some truths which were thought to be old and worn. The truths which St. Ignatius strung together in the pattern which constitutes the Spiritual Exercises and which had such an astounding effect on men like Xavier and Faber and Canisius 166 May, 1960 DIRECTOR OF THE RETREAT were not new truths; they belonged to the general Christian tradi-tion. The originality of St. Ignatius is that by means of the pattern and system he has given to these truths he can communicate to others something of the force and power that he himself got from them. His presentation of these truths presupposes the cooperation of the director. A person might read the book without feeling any particular enlightenment or enflaming of soul. The Exercises, if they are to produce their effect, must be given, administered; delivered, not merely read or heard. If that cooperation which St. Ignatius and tradition assigned to the director ceases to be forthcoming, then the Spiritual Exercises will lose one of the chief conditions of their efficacy. Without the work of the discernment of spirits in which the director has a necessary role, the Exercises are nothing, says P~re Laplace. "They will perhaps furnish an occasion for prayer in silence, for learning how to examine one's conscience and make a good confession. These advantages are not to be despised, but it is not necessary to go ~o St.~ Ignatius to get them.''~ The Exercises promise a greater, rarer spiritual benefit, but on condition that they are made in their true conditions. 80p. cir., p. 48. 167 Survey of Roman Documents R. F. Smith, S.J. THIS ARTICLE will give a survey of the documents which appeared in the December, 1959, issues of Acta Apostolicae Sedis (AAS). All page references throughout the survey will be to the 1959 AAS (v. 51). Encyclical on the Missions Under the date of November 28, 1959 (pp. 833-64), John XXIII issued the encyclical Princepspastorum. The new encyllcalwas occasioned by the fortieth anniversary of Pope Benedict XV's apostolic epistle on the missions, Maximum illud; to a large extent the encyclical of the present Pope is a reiteration and confirmation of the mission principles laid down in Benedict XV's document. The first principal division of the encycEcal is concerned with the need of a native hierarchy and clergy in mission lands. John XXIII recalled with gratitude the great increase in native clergy since the publication of Maximum illud. The Pope noted that the first Asian bishop was consecrated in 1923 and that Vicars Apostolic were taken from the native African clergy in 1939. Up to the year 1959, 68 Asian bishops had been consecrated and 25 African bishops. Statistics re-garding native clergy are even more impressive. In 1918 there were 919 native priests in Asia; by 1957 that number had increased to 5,553. In the same year, 1918, Africa had 90 native priests, while by 1957 their number had increased to 1,811. John XXIII then went on to urge the present members of the native hierarchy and clergy in mission lands to exercise their priesthood faithfully. He exhorted them to preach to their people about the dignity and greatness of the priesthood and to urge them to pray the Lord of the harvest to send more laborers into the field. The Vicar of Christ also noted that missionary lands stRl need the help of priests from other countries; such priests are not to be regarded as strangers, because every priest finds his fatherland wherever the kingdom of God is beginning or flourishing. The second principal part of the encylical emphasizes the necessity of a thorough training for the native clergy of missionary lands. This training, the Pope insisted, must first of all provide for the sanctity of the native clergy, for it is chiefly by sanctity that a priest becomes the light of the world and the salt of the earth. After sanctity, the most important thing is a solid and complete intellectual training of the native clergy. In this connection the Pope noted that the seminary training should not take place in localities too distant from the society of other 168 I~OMAN DOCUMENTS men, for the native clergy must be led to understand their people and should be trained to take over their leadership. The seminary training of the native clergy should give adequate time to the study of missiology, according to the wishes and directives of Benedict XV and the following pontiffs. The native clergy should be encouraged to baptize the native culture; like Matthew Ricci, they should be so educated in an under-standing and appreciation of the native culture that they will attract their countrymen to the truth of Christianity. The native clergy should be trained to use all means of mOderu communication for the spread of Christianity, and they should be given studies of social matters so that they will be equipped to establish a Christian social order in their countries. In concluding this part of the encyclical, John XXIII warned the native clergy that like all priests their first love must be for the whole world and not for their own country; otherwise they will be tempted to love their earthly fatherland more than their heavenly one. The third part of the encyclical is concerned with the native laity of missionary countries. It is not sufficient, the Holy Father emphasized, to convert and baptize large numbers of persons; they must also be trained to work for the present and future increase of the Church. The number of Christians, he said, is insignificant if their quality is low and if they do not bear fruit. Christian education must show the laity the greatness and grandeur of their faith so that they will be inspired to the practice of virtue and of the apostolate. A true Christian must realize that his first and fundamental duty is to be a witness to the truth that he believes and to the grace which has transformed him. It is in the light of this, remarked the Pope, that one must understand the words of St. John Chrysostom: "No one would be a pagan, if we were worthy Christians" (Tenth Homily on i Timothy, Migne PG, v. 62, col. 551). This testimony of the laity, the Pope added, must be given not only by individual Christians but also by the Christian community as such. This will be done especially by a manifestation of that Christian charity which surpasses all distinctions between nations and languages and embraces all men, whether friend or enemy. The fourth principal part of the encyclical considers the training of the laity in the apostolate. This training, the Pope said, should begin from the earliest moments with special emphasis on it at times like the occasion of the administration of the sacrament of confirmation. The Pope praised the work of lay catechists, saying that their work is perhaps the most important apostolate exercised by laymen. He also called for the establishment of Catholic Action on the missions, but warned that it must be adapted to the conditions and necessities of each country. He also noted that Catholic Action does not exclude the possiblity that laymen themselves have varying degrees of direction and administration in it; indeed members of the laity who show signs of leadership should be educated for such direction and administration. The laity must be taught that the influence of Christian doctrine must be manifested in 169 R. F. SMITH Review for Religious the area of public questions, especially those concerning schools, as-sistance to the poorer classes, and the administration of public affairs. The Pope also called for the formation of lay groups in missionary countries to study doctrinal, social, and apostolic matters. In con-cluding this section of the encyclical the Pope urged laymen of the entire Christian world to give serious consideration to means and methods of helping their fellow laymen of missionary countries who have just been converted; and he exhorted bishops to give adequate care to laymen from the missions who may be studying in their dioceses. In the fifth and concluding part of the encyclical, the Holy Father asked the entire Christian world to continue and to increase their aid to the missions. He also urged bishops to allow priests who have a vocation to the missions to follow their desire, even when there is a scarcity of priests in the diocese. In the same way bishops should be ready to let outstanding laymen of their dioceses go to the missions. The final paragraphs of the encyclical are devoted to encouraging missionaries in those countries which are presently persecuting the Church. Allocutions and Messages On November 22, 1959 (pp. 903-7), the Holy Father addressed a gathering of Italian seminarians. In the course of his speech to them the Pontiff offered them a three-point program of life. As future priests they must be characterized first of all by purity of heart. This, he said, has an attractiveness that is irresistible for souls. This purity ofheart, he continued, is the atmosphere in which every serious vocation lives. It is an indispensable conditon for a disinterested service of one's neighbor; .it prepares the incomparable joy of long periods of prayer at the foot of the tabernacle; and it adorns the priest with the attrac-tiveness of Christ Himself. The second need for the priest, the Pope continued, is strength of character. The priest, he pointed out, requires a steellike quality of character and will, for he must engage in a con-tinuous struggle against his passions and his egoism. Future priests must be able to resist the attractions and seductions of the world, and they must be masters of themselves in every situation. Finally, the Pope said, the last mark of a priest must be the ardor of his charity. Charity, he noted, is the fulfillment of the law; hence it is necessary for the faithful fulfillment of one's daily duties, whether these be large or small Charity sustains a priest's obedience to his bishop and makes him Serve his diocese without thought of earthly and human returns. It is also this charity, he told his audience, that will keep a seminarian from giving way in the face of the difficulties he finds in his life of prayer and study. On November 18, 1959 (pp. 867-70), John XXIII add~ressed a gathering of ecclesiastical censors of books. He told them that their work was directed to the discovery of genuinely human and Christian 170 May, 1960' I~OMAN DOCUMENTS values and to the rejection of error and the danger of error. Accordingly their work is a real .pastoral: occupation, participating in the solicitude of the Church to guide and instruct her children in truth. The Pontiff told his listeners, that they must possess a sane realism as well as an apostolic sense and told them to avoid an intransigent severity which scourges but does not encourage. Finally he'suggested to them that their motto in their work should be the ancient phrase: Unity in necessary things; liberty in uncertain things; charity in everything. On NoVember 29, 1959 (pp. 909-11), the Vicar of Christ radioed a message~ to the First National Congress of Cuba and the General As-sembly of the Catholic Apostolate. He told his listeners (who had just received Communion in a body) that since they had just taken the Bread which is Christ, they must have but one heart and one soul, being conscious of themselves as the sons of the one Father. The face of the earth, he continued, would be changed if true charity reigned in the hearts of men. Hatred, he added, brings only the bitter fruits of death, while love establishes social peace. On November 10, 1959 (pp. 865-67), the Pontiff addressed members of the Food and Agriculture Organization. He told his listeners that they were engaged in a true work of mercy, for their purpose is to assist the most unfortunate of human beings -- those who are hungry. He also told them that theexistence of their organization is one of the great signs of the awakening of social consciousness and responsibility in the modem world. The Pope concluded his allocution by praising the combination of realism 'and optimism that marks the work of the organization. On December 6, 1959 (pp.' 908-9), the Pope gave a short address to President Eisenhower, then visiting the Vatican. Miscellaneous Documents Under the date of May 29, 1959 (pp. 871-74), the Sacred Congrega-tion of Rites approved the introduction of the cause of the Servant of God, Guido Maria Conforti (1865-1931), archbishop-bishop of Parma, founder of the Pious Society of St. Francis Xavier for Foreign Missions. By a decree of the Sacred Congregation of the Council issued on Decem-ber 3, 1959 (p. 918), the privilege was granted to all Catholics to change the fast and abstinence of December 24 to December 23. On November 23, 1959 (p. 921), the Sacred Apostolic Penitentiary announced that a partial indulgence of three hundred days could be gained once on the wedding day only (cf. 1960 AAS, v. 52, p. 62) by married couples who with contrite heart kiss the marriage ring 6f the wife and say the follow-ing prayer or one similar to it: Grant, O Lord, that loving You we may love each other and that we may live in accordance with Your holy law. On August 8, 1959 (pp. 915-18), the Sacred Consistorial Congrega-tion published the list of faculties and privileges which have been granted to the Church in Latin America and in the Philippine Islands. 171 VIEWS, NEWS, PREVIEWS Review for Religious The privileges and faculties listed in the document will be in force until December 31, 1969. On November 17, 1959 (p. 920), the Sacred Congregation of Seminaries and Studies declared that a university entrusted to the diocesan clergy or to a religious family depends on the same congregation, even if the university has not been granted canonical erection. Finally the Secretary of State issued on November 16, 1959 (pp. 875-76), the statutes which are to regulate the activity of the newly founded Vatican Film Library. The purpose of the library will be to collect movies and television films concerning the following topics: the Pope, his representatives, and the Roman Curia; apostolic and charitable activity in the Church and cultural works promoted b~ Catholics; the religious life of the world; all works of high artistic and human quality. Views, News, Previews Correction: Missionary Servants AN,V, EieDwIsT, ONRewIAs,L P EreRviReOwRs, ,p iang teh 2e 8J,a oncucaarsyi oisnseude t hoef tfhoell oRw~i.nvgx ~in.w- , formative letter from Fathe~ David O'Connor, M.S.SS.T.: "Surprise and laughter, mixed with a little downright masculine indignation, was the response to our Congregation being referred to as the Missionary Sisters of the Most Holy Trinity! Actually, our oi~cial title is Missionary Servants of the Most Holy Trinity (M.S.SS.T.). We have 230 priests and brothers engaged in missionary works and activities in fourteen states (mostly in the Southern dioceses), the District of Columbh and Puerto Rico. Our motherhouse is now in Silver Spring, Maryland. Our sisters community, Missionary Servants of the Most Blessed Trinity (M.S.B.T.), has its motherhouse in Philadelphia, Pennsylvania. Over five hundred sisters labor in missionary, hospital and charity work throughout the United States, Puerto Rico and Cuba. They have a modern, distinct habit without the customary veil. The sisters have charge of the charity bureaus in many dioceses and arch-dioceses in the eastern section of our country. It was never the inten-tion of the founder, Father Thomas A. Judge, C.M., to establish two religious congregations. His interest and attention were given to foster~g the lay apostolate among souls who wished to dedicate themselves to this type of work for the Church. When some of these began to live a community type of life, they asked him to petition the proper ec-clesiastical authority to erect them as a religious community. Along with his two religious communities, the lay apostolate group in our Missionary Cenacle family continues to grow and expand. There are well over 1,500 members active in many sections of the country." 172 May, 1960 VIEWS, NEWS, PREVIEWS Summer Institutes and Courses Catholic University of America: The Mari~logy Program will be offered for the fourth time in the 1960 summer session. Registration dates are Jtme 22 to 25; classes begin June 27 and end with examinations, August 4 and 5. Courses are open to both undergraduates and graduates, with credits applicable towards degrees inthe field of religious education. A certificate is awarded those who complete a full two-summer program in the theology of our Blessed Lady. The lectures are under the direction of the Reverend Eamon R. Carroll, O.Carm, assistant professor of sacred theology at Catholic University and past president of the Mariological Society of America. Scheduled for 1960 are: "Advanced Mariology" (two credits) covering privileges of the Virgin Mary such as freedom from inherited and personal sin, fullness of grace, assumption, queenship, and the current question of the Mary-Church relationship; and "Marian Doctrine of Recent Popes" (two credits) covering analysis of papal statements of the past century, such as the Ineffabilis Deus of Plus IX, on the Immaculate Conception, the major rosary encyclicals of Leo XIII, the Ad diem illum of St. Pius X on spiritual motherhpod, the LUX veritatis of Plus XI on divine maternity, the Munificentissimus Deus of Pius XII on the assumption, and the Grata .recordatio of John XXIII on the rosary. A folder with full informatioK is available from the Registrar, The Catholic University of America, Washington 17, D.C. Dominican College, San Rafael, California: Registration for the summer session will take place on June 25 and 26. The session will close on August 3. An extensive undergraduate program leads to the Bachelor of Arts degree. The degree of Master of Arts may be gained in the fields of education,_ English, biochemistry, history, and religion. The graduate program in theology is under the direction of the Domin-ican Fathers of the Holy Name Province. The classes are open to grad-uate students who wish to benefit from them as well as to those who are taking the full program. For the summer of 1960, Father P. K. Meagher, O.P., S.T.M., will give a course in the Epistles of St. Paul; Father J. P. Kelly, D.P., S.T.M., courses in liturgy and ascetical theology; Father John Fearon, O.P., S.T.L., a course in canon law. Four courses will be available for those interested in the Confraternity of Christian Doctrine. Workshops are planned in drama, children's literature, music, and physical education. Religious who wish an M. A. degree from the Catholic University of America may take courses and satisfy all requirements at the Pacific Coast Branch on the Dominican College campus. Three large dormitories are available for sisters, and a new dining room for sisters, priests, and brothers. For the summer session announcement, write to Sister M. Richard, O.P., Dominican College, San Rafael, California. For~lham University: The Tenth Annual Institute on Religious and Sacerdotal Vocations will be held on the campus of Fordham University 173 VIEWS, NEWS, PREVIEWS Review for Religious on Wednesday, July 13, and Thursday, July 14. Priests, religious, and the laity interested in stimulating, encouraging, and promoting voca-tions to the priesthood or religious life are invited to be present. The Fifth Annual Workshop for the Mistresses of Novices, Postulants, and Junior Professed will be held from Monday, July 18, until Friday, July 22, inclusive. The lecturers will be the Reverend Martin J. Neylon, S.J., Novice Master, St. Andrew-on-Hudson, Poughkeepsie, New York; Reverend Edmund J. Hogan, S.J., Chairman of the Department of Theology, Fairfield University, Fairfield, Connecticut; Reverend Joseph G. Keegan, S.J., Department of Psychology, Fordham Uni-versity. The topics to be discussed will be: The Adjustment of the Novice, Prayer, Emotional Maturity in Religious. The Fourth Annual Workshop for Local Superiors will be held from Monday, July 25, until Friday, July 29, inclusive. The lecturers will be Reverend Edmund J. Hogan, S.J., Reverend Joseph G. Keegan, S.J, and Reverend John F. Gilson, S.J., Vice-Chairman, Division of Educational Psychology, Measurements, and Guidance, School of Education, Fordham Uni-versity. The topics to be discussed will be: Prayer, Emotional Maturity, The Spiritual Ideal of the Local Superior. Address all communications to: Reverend John F. Gilson, S.J., Director of Institutes and Workshops, Fordham University, New York 7, New York. Gonzaga University, Spokane, Washington: The summer session for 196o will include three two-week institutes for sisters: "Writings of St. John of the Cross" conducted by Fathers Louis Haven, S.J., and Michael McHugh, S.J., from June 20 to July 1; "Understanding Human Nature," by Fathers Van Christoph, S.J,, and John Evoy, S.J., from July 5 to July 15; "The Last Things," by Fathers Joseph Conwell, S.J., Leo Robinson, S.J., and Vincent Beuzer, S:J., from July 18 to July 29. There will also be a two-week institute for priests from July 18 to 29 in the mornings, on psychological guidance, conducted by Fathers John Evoy, S.J., and Van Christoph, S.J. 'For information about the second year of the Master of Arts program in Sacred Theology (five summer cycle) write to the Reverend Joseph Conwell, S.J., Chairman, Gonzaga University, East 502 Boone Avenue, Spokane 2, Washington. Immaculate Conception Seminary, Conception, Missouri: A pastoral institute will be held this summer for priests and clerics in major orders, both diocesan and religious. The full coursewill'run for eight weeks, June 19 to August 14; however, any number of two-week periods may be attended. The institute is designed to furnish instruction beyond the regular four-year course in theology. For the religious who attend, the days of class may count toward the days of formal instruction required by the apostolic constitution Sedes sapientiae and the annexed Statuta generalia. For information on the institute write to: Director of the Pastoral Institute, Conception Seminary, Conception, Missouri. 174 May, 1960 QUESTIONS AND ANSWERS Saint Joseph's College, Rensselaer Indiana: An Institute of Liturgical Music, largely modeled after,the Corso Ordinario of Gregorian Chant of the Pontifical Instittite 6f Sacred Music in Rome~, has been initiated. The institute will be held every summer; this year, from June 20 to July 30. The program is open to priests, brothers, sisters, seminarians, lay men' and lay'women. It will offer a comprehedsive program of theory, chant, polyphony~ organ, and so forth, leading to the Bachelor of Arts d'~gree in Liturgical" Music for those students Who have a bachelor's degree from a recognized college or university, or to a Certificate in Liturgical Music for tho~e who do not have a bachelor's degree. All courses in chant and polyphony will be taught by instructors who have been schooled in the Pontifical Institute of Sacred Music in Rome. The faculty Will include Fathe~ Lawrence Heiman, C.PP.S., of St. Joseph's College and chah~nan of the Institute;, Father Eugene Lin-dusky, O.S.C,, of Crosier Seminary, Onamia, .Minnesota; and Mr. Noel Goemanne, choir director and organist'at St. Rita's Church, Detroit, Michigan. Fathers Heiman and Lindusky hold degrees from the Pon-tifical Institute in Rome, Mr. Goemanne, a former student of Flor Peeters, holds a Laureate from Lemmens Institute in Mechelen, Bel-gium. Further',Inform~tion may be obtained by writing to Father Lawrence Heiman, C.PP.S., St. Joseph's College, Rensselaer, Indiana. ( uestions and Answers [The following answers a~e given by Father Joseph F. (~allen, S. J., professor of canon law at Woodstock College, Woodstock, Maryland.I The following questions and ariswers are a continuation of the series on local houses and local superiors which was begun in the March, 1960, issue of the RsvI~.w. 15. We are a clerical exempt order. We have a parish, high school, and'college under the one religious superior. Therefore, there is only one canonically erected house and only one moral person. What permissions do we need to transfer the college classrooms to a location two miles distant from the present location but within the same diocese? Must we have a further permission later when the college faculty begins to reside at the new location while re-maining, however, under the authority of one and the same local superior as at present? This is a question of a separated establishment (c. 497, § 3). Sep-arated establishments, whether built or opened, that is, to be constructed or used as such in a building already constructed, demand for validity the special written permission, of the ordinary of the place of the estab-lishment. For validity, the permission must be in writing; and the argument is the same as that given in Question 11. This permission 175 QUESTIONS AND ANSWERS Review for Religious of the ordinary is sufficient for any institute, even if exempt (cf. Question 13). The permission is special in the sense that it must be distinct from that given for the canonically erected house to which the establishment is attached. These establishments may be for any purpose whatever, for example, all types of schools; hospitals; clinics; orphanages; homes for the aged, the poor, or delinquents; recreation centers; places for the education of candidates for the institute, and so forth. Their two distinctive notes are that they are separated from and are part of the canonically erected houses to which they are attached. If they are not separated, for example, to be located on the same grounds, no permission of the local ordinary is necessary, unless such a work was excluded in the permission for the religious house. Separation was defined in Ques-tion 2. If they are to be canonically erected houses, all the formalities described above in Questions 11-13 are necessary. All strictly filial houses obviously come under the. present heading, since they are merely separated establishments in which the religious reside. Authors frequently presume that all such establishments are filial houses, that is, that the religious reside in them. This is not always true, for example, as in the present question, religious have begun colleges at a distance from their house without residing in the college for a considerable period after its opening. No added permission would be necessary to begin residence in such a case, since this is not a formal external change in the establishment nor in itself anything that demands an immediate change of the establishment into a canonically erected house. If a small school is opened by a parish or diocese and sisters residing in another house are engaged simply to teach in it, the special permission of canon 497 is not required, because the institute itself did not build or open this establishment. The special permission will be necessary if and when the sisters are to reside in the small house as a filial house. It is more probable that a separated establishment or filial house should be located at least within the same diocese as the canonically erected house of which it is part, since the canon demands a special written permission for either of these, that is, one distinct from that given for ,the canonically erected house, and thus appears to state that the same local ordinary is to give both permissions. Several' authors exclude a long distance between the canonically erected house and its dependencies. They argue that otherwise the dependence would be apparent rather than real and that the members of the filial house would not be able to exercise their rights in the canonically erected house (cf. Question 6). Neither of these arguments appears to be certain. The dependence of the filial house is less when the authority of the one in charge is delegated by a higher superior, as may be done and is the practice in centralized institutes. It is certainly the practice of religious institutes to locate especially filial houses at a distance and in other dioceses, and constitutions approved by the Holy See contain no general 176 May, 1960 QUESTIONS AND ANSWERS norm contrary to this practice. When a separated establishment or filial house is to be located in

Transcript of an oral history interview with W. Russell Todd conducted by Joseph Cates at the Sullivan Museum and History Center on May 16 and May 19, 2016, as part of the Norwich Voices oral history project. W. Russell Todd graduated from Norwich University in 1950 and was president of the university from 1982 to 1992. In his interview, he discusses his thirty-two years of active duty in the U.S. Army as well as his experiences at Norwich University. ; 1 W. Russell Todd, NU '50, Oral History Interview Interviewed on May 16, 2016 and May 19, 2016 At Sullivan Museum and History Center Interviewed by Joseph Cates JOSEPH CATES: This is Joseph Cates. Today is May 16th, 2016. I'm interviewing General Russell Todd. This interview is taking place at the Sullivan Museum and History Center. This interview is sponsored by the Sullivan Museum and History Center and is part of the Norwich Voices Oral History Project. OK, first tell me your full name. RUSSELL TODD: William Russell Todd. JC: When were you born? RT: I was born on the first day of May, 1928, in Seattle, Washington. JC: What Norwich class are you? RT: Class of 1950. My father was 26. My son was -- I'll think about that. JC: Well, we'll get back to that. Tell me about where you grew up and your childhood. RT: For the first year of my life we lived in Seattle, Washington. Dad had a job with a lumber company out there, getting experience to come back to work for his father, who ran a lumber company just outside Milton, Massachusetts. So I grew up for the first nine or ten years in Milton, Massachusetts, a very nice place, right on the edge of where Mattapan and Milton come together. There was a lot of traffic. Well, just for an example, during that period of time I came up with my dad to his fifteenth reunion, and the difference in traffic between where we lived and what we found up here was considerable. When I got back to school on Monday the teacher said, "Russell had a day off. He's now going to tell us what he saw." Well, nothing came to mind, and I stood and told them that I had seen something they had never seen, miles and miles and miles of dirt roads. Now I live on one. (laughs) JC: Was that the first time you were ever at Norwich? RT: Yeah. JC: What was your impression of it when you first saw it? RT: It was a very interesting period of time. It was just before World War II affected the United States, and many, many people were sending their sons to Norwich -- rather than perhaps better prepared schools -- because they could get a commission. They assumed that everyone was going to go to war, and the opportunity of getting an education and a commission together at the same time really appealed to a lot of people. Our football team got everybody we wanted of great quality. We won all the games in that time 2 frame. And we had some very, very fine people who came back in 1946, the year I entered the university, and they made a big impression on my life. JC: I'm sure. I assume the buildings were the same. There weren't any new buildings between the time that you went and -- RT: As a matter of fact it was 1941 I believe, and two buildings on the main parade ground were being dedicated. One wasn't quite finished, and the other was, and two new dormitories shows you an example of what I was saying, how it was a golden period in Norwich's history. But saying that, the opposite is true when the war ends. You remember that we had, what, 15 cadets come up here after the Civil War. They all got off the train, (laughs) yeah, we don't think much about that. It's happened each time there's been a war. The incentive, or the idea, or the concept of perhaps having to serve didn't appeal to a lot of people at the end of wars. JC: Right. You kind of have a boom before the war and a bust after the war. RT: Yeah. JC: What made you decide to come to Norwich? RT: I think probably that trip did, that and the fact my dad was always talking about it. He would make us on Saturday nights -- eating beans and franks -- to sing Norwich songs around the table. (laughs) JC: Do you remember any of those Norwich songs? RT: There's a good one. What is it? "Oh, My First Sergeant" "Oh, my first sergeant, he is the worst of them all. He gets us up in the morning before first call. It's fours right, fours left, and left foot into line. And then the dirty son of a buck, he gives us double time. Oh, it's home, boys, home. It's home we ought to be. Home, boys, home, in the land of liberty. And we'll all be back to Norwich when the sergeant calls the roll." JC: That's wonderful. (laughter) I've heard in some of the oral histories "On the Steps of Old Jackman," but I haven't heard that one before. (Todd laughs) So when you came here with your father, was that during homecoming? RT: Well, homecoming and graduation were the same period of time. It was fascinating to me. It was a cavalry school. They had all kinds of drills that we went to and watched, and prizes were awarded. People loading up the water-cooled submachine guns on horseback and racing around, then taking them down, and putting in ammunition blanks, and firing -- you know, first, second, and third prizes kind of thing. Oh, yeah, that impressed me. Then, of course, the parades were fun to see. But it took about three days to get through graduation and homecoming as a single entity. JC: When you came to Norwich what did you major in? 3 RT: That's an interesting story. As I said, Norwich was having trouble at that time recruiting people, and I got recruited by the president of the university. We met in Boston, and he asked me all the things I was interested in, and to him it looked like I should be an engineer, and he wanted me to take an exam that would carry that forward. Well, I took the exam, and I became an engineer, and about the first part of the second semester I discovered you really had to do the homework. I really didn't like that much, and I wasn't doing very well, so I changed my major to history and economics. I really found that fascinating. JC: Well, tell me about what it was like being a rook here. RT: Yeah, another interesting thing. I was sold on the rook system, and my dad had always talked about it. When he brought me up here, people would drop off their suitcases, and go right out onto the parade ground, and start being ordered around by the corporal. I thought that was great. I never seemed super. But I didn't have many followers on that. I was very anxious that my father leave, and get out of there, and go home, and I convinced him to do that. But after, oh, maybe a month the class, who had elected class officers by that time, called a class meeting, and we all got together -- I've forgotten where now. "We got to stop this. We got to tell these guys we're not going to put up with this nonsense. We've got to show our power." I stood up and said, "Gentlemen, this isn't what we want to do. We want to put up. We want to show him we can do it," and I got booed right off the stage. However, they eventually made me class secretary, so I didn't lose all my friends that day. (laughs) JC: Now let's talk about post-war Norwich, because you did say there's kind of a bust. There isn't as many people. RT: Yeah, I think we had 200 in our class, and there was no really classes of Bubbas. Norwich toward the end of the war, when they were really desperate to get money to pay salaries to the faculty, had a high-school level. I think it was two years, the high-school level, and many people went into that and came up here, and that toward the end made some income for the university. But what it did for us, as an incoming class of freshmen, we had our officers, lieutenants, who were younger than we were, but they'd been here two years. You know, that didn't sit over very well either. That was difficult. JC: And the cavalry was still here at that time. RT: It was, yeah, for the first two years of my term and tenure at Norwich, at that point. JC: What do you remember about the horse cavalry? RT: Oh, my God. Oh, my God. Well, let's just put it this way. The first person I visited in Northfield when I came back as president was my old sergeant [Kenoyer?], who we hated. He was tough. But on the other hand, we really liked him, and I felt very, very sorry for him, and I really wanted to see him. His son had won entry into West Point, and 4 about two nights before he was to report in he and a bunch of his buddies were in an automobile accident. I think they were hit by a train and killed. Sergeant [Kenoyer?] was never the same after that. He continued to ride horses in the parades in Northfield and that kind of thing. But he was a character. His education was perhaps at the level he was working, taking care of the horses, and taking care of the riding. He was a good man, but, for example, I had a roommate named George Pappas who was scared to death of the horses, and some of the horses knew it. They knew when you were afraid. And old George would step into the stable area, ready to put on the harness, and that old horse would just back him into the wall and lean on him -- oh, you win. Then, of course, [Kenoyer?] would come by and say, "Kick him in the neb with your knee!" Well, no one was going to do that, trapped in there. So George, he decided that he would skip equitation classes, and instead he took 10 demerits for every single class that he was supposed to be at, and he spent his first semester walking around the parade ground on Saturdays carrying a rifle, doing tours. Many things can be said about George. That's a whole other story of absolute wonder. But it was difficult. We only went down once a week actually to use them, but there really wasn't a hell of lot you can learn in one-hour time once a week. But toward the end of the freshman year we were out trotting around in the neighborhoods, etc. I remember one time one of the captains in the Army ROTC program there, officers, Army officers, lead us on a parade, and we went out across the railroad tracks and up into the hills. And on the way back the horses got the idea they themselves would like to jog back to the stables, and we came charging down that hill totally out of control. Some of the horses and men went all the way to downtown before they came under it. I went through the football practice. (laughs) It wasn't everything it was cracked up to be. Now there were some people here, including a classmate by the name of Bob [Bacharat?] [00:13:18] who really was a polo player. He came from Switzerland. I think that's the reason he came to Norwich was to be able to play polo, and we played polo in that time frame with people like Miami who flew their horses up here. Now, I never saw the plane, but we were told all this and a few years earlier, before the war, that Norwich was playing the big colleges and winning. Toward the end of the first year we played something called broom polo, which they'd throw out a basketball on the floor, and then you'd have to hit it with a broom to get it to go to the goal. Those kinds of things were fun to watch. I remember one time George, my roommate, in skipping class went up into the stands, which are on the south end of the hall, but up above in a balcony, and he opened the window and got a snowball, several of them, and put them up there. When somebody would go by, the stove down on the floor -- there were four stoves in that place -- they'd get red hot, but they really didn't make a hell of a lot of difference when the temperature was 30 below or whatever it might have been outside. And the horses, when you'd take them from the stable to the riding hall, would fight you all the way; they didn't want to go out in that cold. But George, on one occasion, dropped snowballs on those red-hot stoves, and you can imagine, they hissed. As the horse went by, this great hiss came out, and the horse would throw the guy, or run for the far -- I went hell bent for election to the far wall. And when he stopped, I went right up onto his neck and was hanging on. Sergeant [Kenoyer?] came over and gave me hell, you know, "You didn't take control of that horse." (inaudible) [00:15:36] There are people lying down all 5 around, and the horses are running around. Well, there's a certain romance in having the horses, so long as you're sitting in the stands watching a polo game. (laughs) JC: Had you ever ridden a horse before? RT: No, never. JC: So you didn't have any experience with horses. RT: Neither did anybody else. Yeah, yeah. They were wonderful animals though, for the most part. JC: Now you said a lot of the people that were there before the war came back after the war to finish up. RT: Mm-hmm. A lot may be too much of an adjective to use, but Alumni Hall was essentially filled with non-married veterans, or veterans who hadn't brought their wives back. Civilian clothes and having nothing to do with the military. The rest of the dormitories were filled with 200 and whatever it was cadets, and the very few upperclassmen like the one I mentioned who came up through the high school route. We didn't have a lot to do with them, and they were very serious about their studies in the classrooms, very serious about their studies. The fraternization took place after the first of the year when we could go into a fraternity house, and I remember the older veterans -- older, 22 maybe -- who were in Theta Chi, where I was, were a remarkable bunch of people and very, very much appreciated. They didn't always come to dinner with us, but they were in the house and participated with it. They ranged all the way from a parachutist in Europe to a lieutenant colonel in the air force. So that's a big gap. But they were great guys who made fraternity life reasonable. JC: Well, tell me about Theta Chi. Why did you choose that one? RT: Oh, yeah, the same old story, the same reason I came here. My dad was a Theta Chi. Why, of course that's what I'd do. This is my father's fraternity, you know. JC: So what were the fraternities like? RT: They weren't too bad. When General Harmon eliminated them, I thought it was the right thing to do, because there weren't fraternities at other military colleges. And when they were started I really believe they were very useful. They were much more an eating club, and since there wasn't a mess in the university in the 1850s. If you look into some of the old records you'll see at graduation time they invited the alumni back to have dinner, and they had dances. They had inter-fraternity baseball and football, etc. We were trying at my time, in my fraternity, to replicate that. It wasn't perhaps as successful as it might have been. It was great fun to beat SigEp in baseball or something. But it was a different part of the university. I remember one time when I was a corporal, and one of the men in the rank under me, in the barracks, was in the fraternity. We get down to the fraternity, 6 and he would give me a hard time for giving him a hard time. It wasn't what I thought it should be, but it was a good time. I mean, don't misunderstand me. Well, it was a fraternity. (laughs) The girls came in by train, if they were away. Carol came up several times on a train to spring break, or a winter carnival, and that kind of thing. That was good sport to have a place where we could party. There was no drinking - baloney, there wasn't. (Coates laughs) I remember one time we were having lunch, and one of the seniors, one of the veterans that had come back, was the president of the house, and he said, "Our Theta Chi member on the faculty, old Professor Woodbury, is going to be our chaperone for the party. Does anybody know Professor Woodbury?" "I know Professor Woodbury. My father told me about him. I've met him once." He said, "Good. You and your date will sit in the living room with the Woodburys while we're down in the basement drinking." (laughter) It wasn't much fun that night. We had the bars hidden behind sliding doors, or doors that pulled down, and all this kind of stuff, so if we got word that there was someone from the faculty coming we could close it up and all sit down, smile, and look like there was no alcohol in the place. JC: Can you tell me a little bit about winter carnival and some of the dances that you all had? RT: They were good sport. Much of the fun though centered around the fraternity at that time. Yes, of course we went to the dance, etc., but before going to the dance we probably went to the fraternity, and certainly after the dance we went to the fraternity, and that was really good sport. In my senior year my roommate, Rollin S. Reiter, from Ohio decided that in his fraternity they were going to have a special Christmas party. Now, it didn't make an awful lot of sense, because it was right at exam time. We took exams right in that time frame, so he really had to work to get these guys. They were going to do it in tuxedoes, not in our uniforms, so that slowed it down a little, too. But one of the guys, Chubby Jordan, who has since passed away, he was a brigadier general in the Massachusetts National Guard later on, an ex-marine. He didn't want to go do it, so they convinced him that he had to do it, and they would get him a date. When he went to the fraternity house, he was introduced to the worst looking girl in the place, and he immediately started drinking beer and avoiding her and all this. It wasn't even the girl they were going to match him up with, and they just were teasing him something awful. When he got very sleepy they put him on the pool table, laid out flat like in a mortuary and put two lit candles, one at either end of him on the pool table. It was a sight for sore eyes. (laughs) JC: I bet it was. Now you were on the rook committee while you were there? RT: Yeah. In my sophomore year I was the head of the rook committee, elected by the class. During the summer period of time I had to get together with the printers and the university and go through this business. There were big posters that said "Beware, Rook, Beware," and then they listed all the things down. We'd get them printed up here by John Mazuzan down in the Northfield Press, and then we'd sell them to the rooks at $1 apiece. I don't know what we did with the money, in the class coffers I guess. Yeah. I remember that President Dodge, who had no military experience previous, but was a very, very well known scientist and had been the dean of one of the big Midwestern schools in that area, 7 he was brought in by some hefty people on the board of trustees. He didn't fit. He didn't understand us. He was a great academic and did some very fine things for the university. But he called me in one day, as head of the rook committee, and said, "When will this period end?" This was right after supper. I said to him, "Sir, it's very clear. It's right on the chart." He said, "I want it to end at Thanksgiving." I said, "Sir, I don't think you're talking to the right guy. You should really be talking to the commandant of cadets, your left-hand man." He said, "Well, I don't know if I can convince him," and I thought, oh, my God, what have we got here, you know. (laughter) He was a fine gentleman, but the minute it was possible for the alumni to discover that General Harmon might be available, in May of my senior year, Dodge was gone. The alumni just -- it wasn't working the way they wanted to see it work. JC: So Harmon was not president any of the time that you were here? RT: His inauguration was held at the same time as my graduation. It was one thing. He had been here for maybe a month, and I remember that we had a football banquet, and they invited General Harmon to come. And he stood up and told us all that he had been here as a cadet, and he had come back in 1935 as the commandant of cadets, and he loved and understood this university, and he was going to make it famous, you know, kind of, "Yeah!" Just the kind of story we needed. Then he told us a story that just curdled me. It was a dirty story. I'd never heard some guy stand up in a dinner and tell a dirty story. It sort of surprised me. He had that reputation. As a matter of fact, one time later in my career, when I was in the army, I was asked by my boss if I would go back to Hamilton, Massachusetts, where I had lived at one time and see Mrs. George Patton, and tell her that her son-in-law -- as a brigadier general -- was about to be sent to Fort Knox, Kentucky. He was married to one of Patton's daughters, and he is now a bachelor. I was to go with three sets of quarters' plans and say, "Which of these, General, would you choose, because we at Fort Knox can now get the house painted up and ready for you, and all this kind of stuff ahead of time?" Well, Mrs. Patton agreed. When the time actually came general orders was late in his itinerary and couldn't be there, so she said, "Why don't you and Carol just come to dinner, and we'll talk about this? I will pass your message to Johnny when he comes through next week, and your leave is over." So that was just fine. But we had a quiet period in that Mrs. Patton was at one end of a long table, and I was at the other end, and Carol was in the middle, and there was a little old maid with a bonnet on her head, and an apron moving around quietly around the room. Everything went silent, and I said, "I can handle this." I said to Mrs. Patton, "Mrs. Patton, do you happen to know General Harmon?" And she said, "Indeed, I do, Russell, and he's a very disgusting man." (laughter) Now as it turns out, she gave an award right after that, she gave an award at Norwich of a similar pistol of General Patton's famous (inaudible) [00:29:38] to the leading cadet. But she was clear. (laughter) JC: Yeah, I've heard stories about General Harmon. RT: He did a great job. He stayed too long, but he did a great job. 8 JC: Well, what clubs were you in when you were here at Norwich? RT: Yeah, I went out for football. I'd come from a little school in Wenham, Massachusetts, where we played six-man football, and if one guy was sick, it didn't look like we were going to play, you know, kind of thing. I went out for football in Beverly High School, and that was danger. I mean, I wasn't up to that. When we got to Norwich I said, "I'm going back out for football. This looks like --" They were mostly freshmen. There were some veterans that came back, and there were some very good veteran players who came back but weren't interested in playing football. They wanted to study and have a family life. So Norwich had a terrible football team during that period of time. About the second day of practice Joe Garrity, who'd been a friend of my dad's who I had known, put his arm on my shoulder as we walked back to the locker room and said, "I've got a job for you." And I thought to myself, I'm going to be quarterback for the freshman team. And he said, "You're my manager, how about that?" and I said, "Oh, OK." Later in life, when I became president, the alumni director here, Dave Whaley, took me out to visit various alumni clubs. In Chicago a fellow named Hale Lait, who played football and was co-captain in his senior year, started to walk up to us, and Dave says, "Mr. Lait, do you know General Todd?" Hale Lait says, "Shit, he used to wash my jock." (laughter) And it was true! We had a big laundry over there. JC: Were you in any other clubs while you were here? RT: Yeah, I'd have to think upon it. We had an international relations club that I became president of at some point of time under -- oh, come on, his name is skipping me. I'll come back to it. But we brought I people to speak on the issues, and then Norwich formed an alliance with the other colleges where we were all working together, and that was sort of fun working that out. Oh, incidentally, when I was manager for the freshman team I had to write all the letters to the other schools and make all the arrangements, all that kind of thing. It sort of surprised me that the university wasn't doing that; the athletic department wasn't doing that. JC: Did you have a favorite professor when you were here? RT: Yeah, and I just told you I couldn't remember his name. (laughter) Sidney Morse. JC: Oh, OK. RT: Old Sidney Morse was a terrible lecturer, but he was a genius, you know. He understood American history, and that was his forte, and he also was a wonderful human being and understood us. He really got me to dig in and start getting decent grades. He would lecture, but he would have side comments on this thing, and there we are taking notes left and right. I never wanted to miss a class under any circumstances. He invited some of us -- one of them being me -- over to dinner, and he was just a great sport. He was not a big man in stature, but a big man in intellect. JC: Was there a professor you particularly didn't like? 9 RT: Oh, there were some who I'd rather not name who I didn't appreciate or think that they were at the level they should be. JC: What was the favorite class you ever took here? RT: I guess it was history. That's what I worked at. Let me go back to what I didn't like. We lost -- somehow, I don't know how -- one of the economics professors, and President Dodge brought in somebody in mid-semester, and this guy had written many books and was well appreciated around the world, but he was terrible. He couldn't remember any names, he refused to take any attendance, so people didn't come. You could answer him back and forth. I was told, I can't vouch for this, I was told by the people that say they did it. They invited him out the night before his final exam to join them for dinner in Montpelier, and when the time came, they picked up the tip, and went down to the railroad station, and put him on a train going to Montreal. (laughter) I believe it was true. But he just wasn't accustomed to teaching at our level in that circumstance. He was someone that should have continued writing his books. He was essentially a sociologist, but that was a while. I got called in by the dean for skipping class, and the dean was a great guy at that time. I was a little embarrassed by it, but the class was mostly veterans in this particular -- in economics. You know, they had their way. They weren't required to come to class. If they didn't come to class it chalked up one of a series you could have freer, but cadets didn't have that, so I just played like I was a veteran to old Mumbles [McLeod?]. That's what they called him, Mumbles. When the dean called me in, I got right back on it. JC: Decided you'd rather go back to class. RT: Yeah. JC: Did you ever get in much trouble when you were here? RT: Not really. I came close a number of times. Well, let me go back and talk about Carol. Carol and I met one time when we were in about the ninth grade. She was in Beverly, Massachusetts, and we were living in Hamilton, Massachusetts, at the time, and the Congregation youth groups met at a third place, Essex, Massachusetts. There were lots of people of our ages. You know, these groups didn't know each other. And I spotted her. She was -- wow! Wow, yeah. But I never got to speak to her before we broke up and went back. A couple of years later in Beverly High School -- we'd moved to Wenham, and Wenham didn't have a high school, so I went to Beverly High School. Todd with a T and Wyeth with W happened to have lockers opposite each other on the wall, and I said, "My God, there's that girl." I went over and spoke to her, and she invited me to her birthday party, and that'll show it all started with us. But it came to a point in our sophomore year when I had changed from engineering into history and economics. I had to make up some subject material that I didn't get in the first part, and I went to the University of New Hampshire trying to make it up. I went down on the weekend to her house in Beverly, and I stayed with her aunt 10 who lived next door. She was on my team. But Carol when we were -- she said, "Let's stop this tennis game for a minute. I want to talk to you." We walked up to the net, and she said, "You know, I'm through with this relationship. You're never going to be serious about anything you do in your life; you're going to be a perennial sophomore. I want to do more with my life than you are going to do, and this isn't going to work out." OK, I'll show you. I came back and studied like hell for the last two years I was here and sort of caught up. But it was interesting, when I was invited back at graduation time to be the officer who commissions everybody, and at that time the university ordered a master's or a PhD, you know, honorary to the speaker. Loring Hart didn't tell me whether I was supposed to say anything or not, so I had in my pocket a little thing I would say. It went something like this. It is indeed an honor to be here. I represent my classmates in this ceremony, and I'm very proud of the way Norwich is moving. But I would like you to know that 25 years ago, this very day, I received a letter from the committee on academic degrees and standings that read to this effect: "Dear Cadet Todd, The committee has met and has agreed to allow you to graduate (laughs) based on the circumstances that were not your fault." (laughter) So, you know, that's the way life went for me. I dug in and did relatively well. But another interesting thing about that. I don't know about anybody else, but I had a picture in my mind of VMI, and the Citadel, and all these places as being superior to Norwich in their military training, etc. But when I got in the army I discovered that 50% of them were duds, and it just changed my life around and my feelings about my institution. Yeah, it was strange. JC: When you graduated from Norwich what was the first -- you went into the army. RT: Yeah. JC: Did you go straightaway into the army, or was there a period? RT: Well, some of us -- I think it was 12, maybe as many as 15 -- received an opportunity to go into the regular army, not into the reserve army. I was one of those. About half of my classmates who were given that ability to do that chose not to do it, so there were a number of us that went. Upon graduation we received our commission in the United States Army Reserve, and then two weeks later I was brought into the regular army with another commissioning thing, which happened to be by my father's Norwich roommate, Colonel [Rice?] in Boston. He was running something in Boston for the army at the time. That was sort of fun. Then I went immediately off. We graduated about 15 or 17 May or something, June rather. On the second day of July, I reported in to the 3rd Armored Cavalry Regiment Light at Fort Meade, Maryland, as one of these people you had a regular army commission. So there wasn't any time -- there was time enough in between that the family all went down to Cape Cod for a two-week vacation, but I graduated and went into the army. JC: Now did you get married before you were in the army? 11 RT: No, no. No, no. I was still trying to get back in Carol's good graces. Before I left -- well, I went, as I said, to the 3rd Armored Cavalry Regiment. Now the army was doing something really stupid at that time. They had been told to reduce the army's personnel requirements, and rather than reducing in any reasonable way, they chose to take one-third of every squad, one-third of every company, one-third of every battalion, one-third of every regiment. It was a paper army. It couldn't really operate well at all. But when the war broke out in Korea they took from those drawn-down forces and sent them over as individual replacements, supposedly to go into units that also had the same kind of vacancy that was created now. So we had almost no reasonable training while I was in the 3rd Armored Cavalry Regiment before going to Korea, and these people went into units for which they were not trained. The army was really messed up, really messed up. General Abrams one time in discussing this with a group of officers, after he'd become chief of staff of the army, had tears running down his face. "No army should ever do that to its people. There is no excuse for it, and as long as I'm chief of staff I guarantee you that our units will be ready to fight, if we have to fight." You know, oh. It was a terrible mess over there. So before leaving that unit in which I had a miserable career for that short period of time. For example, it wasn't two weeks later that the post's military police battalion left Fort Meade and went to Korea. Company A of my organization, of which I was a lieutenant, became the post's military policemen. Now, we know nothing about being the post's military policemen, not a thing. There wasn't anything in ROTC, there wasn't anything that lead us to believe. What I knew about policing was I'd seen in movies, and I hid behind the "Welcome to Fort Meade" sign in my sedan, and chased down someone that was speeding, and discovered it was the chief of staff of the post. At midnight I went over and had a bed check in the post's prison, to see that there weren't any knives in there. But I got called in and said, "Hey, come on, get off it. You can go to jail for what you're doing," you know. (laughs) It was crazy. I was trying to do my job as I knew it, but no one was there to supervise me in any way. JC: And how long were you doing that? RT: I left there in September. I went in in July, left in September, and got to Korea in late November, first having leave and then going to the West Coast, going through the checks and balances of travel over there. Just about that time MacArthur announced that the war would be over by Christmas, and as a result the army slowed down the number of replacements they were sending over. This was just about the time that the marines invaded Inchon, and it was followed up with the 7th Division behind them, and trapped the North Vietnamese soldiers below us. It was really a magnificent maneuver. So we were just sitting around in California waiting to get orders. Every weekend we'd go into town, and we'd go into some bar and then talk out loud about how we've got to go, and waiting to go to war, this kind of thing. Somebody would pick up the bar tab. (laughs) Then we crossed the Pacific during a hurricane, and that was something most unusual, as you might imagine. The piano broke loose in the lounge. It had been a troop transport in World War II, and they converted it to be a troop ship but for families to go to Japan or other places. At that time these ships were the property of the army, it wasn't the navy. 12 I remember distinctly there was a captain on board, mostly lieutenants, but this captain on board was a ranger, and he'd a big, puffed-up chest, and walked among us, and told us to stand up straight, and "Take your hands out of your pockets." When he'd get tired of doing that he decided we should have bayonet drill, and issued the bayonets, put them on our rifles, and went up on the deck. Oh, God. I said, "I'm not playing this game." There was a ladder still going up the funnel, in wartime where they had a station to look for submarines, OK. I went up there while everybody else was screaming and hollering down below and got away with it. It's a wonder I ever went anywhere in the army. (laughs) JC: So what was Korea like? RT: Well, let me describe it. We arrived the day before Thanksgiving in Inchon, got off the boat. There was a long, long tidal process; the ship couldn't get close to the docks or anything else. So they threw the nets over the side, and we were to go over the side of the ship and climb down into a small boat to go in. But we had all our personal gear with us. We were carrying great bags of stuff. I had two bottles of whiskey in my bag, and some damn fool says, "Drop your bag into the boat." I did. (laughs) But as a matter of fact, they took our uniforms away from us at that time and said, "We will hold them here, because if everybody goes home at Christmas it won't affect you for a while, and you'll be in a regular army uniform." But we got on the boats and went on the shore. They fed us what was left over from the Thanksgiving dinner, and a lot of canned fruits, put us on a train, and sent us up to North Korea. Each of us, each lieutenant, was on an open freight car, you know, enclosed but with doors on both sides, and each one of them had a little stove in it. It was cold, and we headed north, and every time the hospital train came south on that one track we would pull over maybe an hour before it came by, and then stick around and get back onto the thing. In my one car I had 27 people. Those cars were small. They were Japanese-style freight cars, and they were small. We had nothing but straw on the floor and a sleeping bag, but it was a summer sleeping bag, not a winter sleeping bag, and the stove didn't really heat the thing at all. There were slots in the side of the thing. Anyway. We didn't have any ammunition, and we would get shot at on the train. Now, nobody I know of got hit, but it made quite an impression. But still they didn't issue us any ammunition. There was a major in charge, and he was in the last car, which was a caboose kind of car, tight, a good stove, etc., etc. So whenever the train stopped we as lieutenants would run back and sit in his car with him and then take off again. Many of the soldiers would get off and run in to find somebody in the little town we stopped in and buy rot-gut whiskey. Boy, they were in trouble. One of the people in the car behind me, I was told, went blind on the spot. Maybe he was cured later, but it made an impression. We finally got to the capital of Pyongyang, and they put us on trucks and took us to what used to be a hospital. We went on about the fourth floor and were on cots, or on the floor, kind of thing, and at midnight that night some captain in the army came in and said, "OK, everybody out. Get down on the truck below. Let's go. Get your gear together." Well, we all didn't get there first, and the last of us were turned around and sent back. That batch was never heard from again. The next morning we were loaded on trucks and sent up. But before going they fed us a good breakfast. We went down into 13 the basement of this place -- it was steaming and dark down there -- and we had breakfast on some slate or granite tables. Steam is pouring out of the coffee pots, etc., and I filled my cup with coffee and took a big drink to discover that it was maple syrup. I went forward that day sick as a dog, sitting at the end, at the tail of that truck yurking all the way. I'm sure all those men I was traveling with, "Look hey there, look at that lieutenant. He's so scared he's puking," you know. We went on and eventually we came to a stop, and the captain who was leading this convoy came back and told us to get off the trucks and go into these schoolhouses that were available, right immediately, I mean, just saw them and said, "Take them." We went into the schoolhouse, and he turned around and went back to get "another load," quote, unquote. We never saw him again; he never came back. Here we are with no ammunition, carrying guns, living in a schoolhouse, and the Chinese are moving in on us. They were moving down the mountains on both sides of this thing, and then there was a tremendous, tremendous loss of life up the mountain further, coming toward us. The 38th Regiment that I joined after we got out -- I get the men out, and then I jumped on a mess truck headed south, all trying to find where the headquarters for the 38th Regiment was. The 38th Regiment was part of the 2nd Division, and it lost in about two days, coming through a real tight trap -- there was a river, there was a road that wasn't wide enough for two tanks to pass, and then there was a mountain again on the other side, and the Chinese are up on both sides just raking the convoy. One truck stops, you know, they've got to push it off the edge to get the convoy going again. Now I wasn't a part of that, but I joined the company that did, and when I finally caught up with my unit, it was because I had stopped in from the schoolhouse when I saw the 1st Cavalry Division people pull on in close to us, so I went over and inquired. I walked into the TOC, the tactical operation center, and there was a major sitting in front of a map, on a stool, making little marks on it. I waited a while, and he didn't notice me, and finally I said, "Sir, could you tell me where the 38th Regiment is?" and he turned around and said, "No, but where's the division? Where is the 2nd Division?" I said, "Sir, I have no idea. We're trying to find it. We were left off down here." He said, "I don't know where they are. If you --" It was that confusing. They lost something like 4,000 men coming out of that gap. Now, I wasn't affected, not at all, in any way. I was scared to death at times, but then after that I joined the 38th Regiment. When I went in to meet Colonel Pappal -- yeah, something like that -- he shook hands with one, and passed me a bottle of whiskey with the other one, and said, "Son, you're going to need this." I reported in to the battalion commander, and he at the time was meeting with his staff in a little hutch where the Vietnamese -- the Vietnamese -- the Koreans built their houses of mud and mud brick, and they would cook in an open room attached to the house, and the smoke would go under the floors and heat the house. We were sitting on one of those floors, warm and toasty, and they were passing the bottle of whiskey around this circle as we talked about (inaudible) [00:59:47]. By that time the bottle of whiskey got pretty hot. (laughs) It was a very strange circumstance. When he finally got to it, the battalion commander said to me, he said, "Todd, you're going down to A Company." I said, "Sir, and who commands A Company?" He said, "You do." I had about as much opportunity to learn infantry tactics and lead a rifle 14 company as nobody at all. My buddy who I was traveling with who had some experience in World War II in combat in Europe, came back and went to the University of Illinois, and then came into the army the same as I did, through the (inaudible) [01:00:34], he was sent down to a company that already had an experienced commander. You know. Nobody was thinking. I sent the first sergeant back to division headquarters, he got commissioned, and he came back, and essentially he told me what we ought to be doing. Then we did it. Until MacArthur issued an order, that probably came to him to do it, that said all armored officers that had been assigned to infantry units are to be returned to armored units. So I went down to the regimental tank company of the regiment where my company commander, before coming over there, was an infantry officer who was aide to camp to the commanding general who gave him the tank company in the 38th regiment who didn't know a damn thing about tanks. It was really screwed up everywhere. At a point when I was running the rifle company, I was told that a replacement was on the way, flying in, and he would replace me as company commander. Oh, great, that's good news. The guy showed up, and during World War II he had been in the air force as a bombardier. He had absolutely no infantry experience. He had joined the nearest reserve unit to his home when he was discharged. It really wasn't working out. Where we got replacements, the adjutant would go down and say, "Has anybody been through armored training?" Nobody. Nobody. So there wasn't anybody to send to the armored company except the people that came in (inaudible) [01:02:41]. So we were training these guys, but we weren't -- there were some old sergeants that really knew what they were doing, and that's we made. We eventually had a pretty good tank company. I remember my sergeant was a gruff, old son of a bitch. I walked up to a formation he was holding one day, and his back was to me, and I was walking toward the platoon. And I heard him say "The kid says we got to --" I said uh-oh. "Sergeant [Beach?], come with me," and we went in to see the company commander. I told the company commander that I couldn't resolve this one. He said, oh, very well, I'll assign someone else." Sergeant [Beach?] remained behind. Wow, I've done it. Sergeant Beach comes out. I said, "What happening Sergeant?" and he said, "I'm going to be the lieutenant in charge of the other platoon." Ahhh, God, you know. (laughs) It just wasn't the army I knew later on. Yeah. It was a very sad arrangement. It really wasn't until General Walker was killed in a jeep accident, and he was the 8th Army commander, and they sent General Van Fleet over to run it, and we by that time had moved 125 miles to the rear. We were running as an army. Word got out very quickly that General Van Fleet's orders were "I don't want to see your plans of defense, I want to see your plans of attack." And everyone says, "Sure, sure, General. You look at them, and you'll be all alone up there." Well, by God, he took that army and straightened it out and moved it forward and stopped the Chinese, without much additional support. It was amazing to see that happen. I'll never forget that, that one man deciding that he's going to turn the army around and you'd better fall in line. I did have one experience before that happened when I was with the tank company, and I was in a jeep riding down a road, and the division commander had decided that since we had all these losses, and we're all screwed up, that he had a way to make us all feel proud of ourselves and identify. The methodology he used was that one regiment would have a mustache, another regiment would have sideburns, and another 15 would have goatees. Crazy, just crazy. But I'm driving down the road, and an assistant division commander, a one star, is coming this way, and he went right by, and I saluted, and then he stopped and hollered back at me. I jumped out and ran down to his jeep. He said, "You're not obeying the division commander's orders." I said, "Sir, what do you mean?" He said, "You shaved." I said, "No, sir, I've never shaved." (laughter) God. Yeah. But General Van Fleet really pulled that into order, and he relieved a lot of people. He relieved my brigade commander, gave us a lieutenant to be the colonel's slot in the brigade, who turned out to wind up with four stars in the end. They made the mechanism work. JC: Amazing. Now, you were awarded the Medal for Valor in Korea, weren't you? RT: Yeah. I got a Bronze Star for Valor and a Silver Star for Valor, neither of which I really want to talk about much. I think somebody else would have done better to have them than me. I mean, I was pleased, happy to receive it, proud to wear it on my uniform kind of thing, but there was a lot of that going on to bolster up morale of everybody. JC: Is there anything else you want to say about Korea? RT: I don't know. At the end it was a pretty good experience. When we had gone into a stalemate, we started a rotation system back to the United States, and it was a point system. If you came within a certain period of time, then you could go back at a date specific, so we all knew when we'd be going back. There were points for the kind of job you had and all this kind of thing. It was interesting, I went back to Japan, spent a few days in Japan. When we got on the boat I was assigned -- as I had on the way over -- to a large stateroom, and I think there were 12 of us in it, and up and down cots. It was the same gang I went over with. You know, the timeline of where you engaged in combat were the same for all of us, in different units, and that was really pretty special. Two of them, only two of them, didn't come back, and they were both infantry officers. To the best of my knowledge, from the 38th Regiment that I was familiar with, the lieutenants didn't go back whole. The majority of them were killed. Those that were wounded were wounded seriously enough that they didn't come back to the unit. So it was us armored guys that, essentially, came back together, went over together and came back together. Stopped in Hawaii on the way back, pulled into the port, and there's all these hula girls down on the thing, people with big signs, "Welcome Home, Veteran." I said, "Hell, I'm not a veteran. That's a guy that sits outside the post office trying to sell pencils." (laughs) That came as a bit of a shock to us. But, yeah. JC: Well, once you got back to the United States where were you stationed? RT: Before I got back to the United States, on R&R in Japan, I knew of my rotation date. I called Carol, who by that time had finished her year after Smith at Radcliffe, taking the first year of the Harvard Business School program at Radcliffe -- business school faculty, business school-devised location, Radcliffe. I called her and said, "How about meeting me in New York City on such and such a date at the Biltmore Hotel? We'll meet under the clock." Now, meeting under the clock, there'd been a movie about that whole 16 business. So she did, and we went to my family's house. They'd moved to Scarsdale, New York, at that point. I asked her to marry me. She said, "Give me a couple of weeks." So I went back to visit my family. They're not my immediate family, my grandparents in Quincy, Massachusetts, and my other grandparents in Dorchester, Massachusetts. I went to -- my uncle, my mother's brother, ran a hardware store that had originally been his father's, and he said, "What are you going to do about a car?" I said, "I got to get one." I sold my car before I went over. He said, "Well, I've got a good friend who's honest, and I think we can get a good car." So I went over that afternoon and bought a car and called Carol, and I said, "I bought a car today." She said, "A convertible?" and I said, "Yes," and turned it in the next day and got a convertible. (laughter) I'd do anything to make sure she's sweet. She said yes, we were married on the nineteenth of June of that year, and she obviously had to quit her job to become an army wife. JC: So where did you all go after that? RT: The first station when we returned, and I'm talking now about the same group of army officers that went over and came back together, also went to Fort Knox, and we lived in newly-built quarters that were built by a civilian contractor on the edge of there, which were great for a newly-married couple, but they certainly weren't anything special. George and Joanne Patton lived next door to us, a small world, yeah. I've lost my train of thought here now. (break in audio) JC: And we'll get back started. All right, so we were talking about Fort Knox. RT: Fort Knox being a first assignment together in the army was really great. So different. I mean, Fort Knox was organized. Everything was working well. People were happy. Not that we weren't working hard, because we really were. My first assignment was to a training division. It took the number of the division, the third, and replicated it and then trained, basic training. I was in the 2nd Brigade headquarters working on the planning and that kind of thing. I really was disappointed that I wasn't one of the company commanders, but it turns out that that was a tough job. In the tank company, the guy that headed the tank company had more tanks than a tank division, and it was a mess to keep them all straightened out and going around. So one day I went back home for lunch, and Mrs. George Patton, Sr., was sitting in the living room of our house talking to Carol. She had come down to Fort Knox because George and Joanne had just been married, and Joanne got some kind of disease when they were on the honeymoon in the Caribbean. And I reintroduced myself to Mrs. Patton, and we sat down and talked. She asked me what my job was, and I told her. I said, "But I've got to go. I've got an appointment this afternoon to see the commanding general. They're looking for an aide to camp to the commanding general, and I really don't want that job. I really would prefer to get an opportunity to command a company in the division here." She said, "Russell, General Collier is a very, very fine man. He has a 17 fine family life. He is a very, very successful soldier who commanded the 2nd Armored Division at the end of the war in Berlin. You could learn an awful lot working for him." So I went over, and I got the job, and for the next two years I was the junior aide to the commanding general. I did such things as travel with him when he went to different places for different purposes. My buddies all got a hold of me when they found out I was going to do this job, and all had things they wanted changed at Fort Knox, and I was to be their agent in telling the commanding general how he could change the place. Very early on we went out of the headquarters, down the steps, into the car, went past the post theater. I thought, well, here goes. I said, "Sir, do you realize that on this post now an officer must be in his full dress uniform in order to go to the movies?" He said, "Yes, I know that, and it will remain that way." I didn't have many new ideas for him after that. (laughs) He'd go over to the armor school, and the people that are teaching in the combat kinds of business would say, "This is what we're doing now, General, and what do you think? We'd like your approval of it," and I'd sit in the back of the room and listen to what was going on, and understand it. I would hear the people that had served in combat talk about what you ought to do, and I got a great education. Also, every year there was something called the Armor Warfighting Conference. Twice I was there for that. They bring in all the people that belong to the Armor Association, or were serving in an armored position, all the senior people, and they'd talk about what the army ought to be doing in armor. One of my jobs was to go into the airport in the general's big sedan and his chauffer and pick these guys up and drive them back to the post, and I'd chat with these guys, and it was really fun. I got to know an awful lot of people, army commanders, army staff members, and all this. I really felt pretty special that I'd had this kind of an opportunity. Then we also had at Fort Knox in that time frame an armor board. This armor board, when General I. D. White was the commander at Fort Knox -- before General Collier -- that the chief of staff of the army was not pleased with the way the chief of ordnance was managing the tank program and gave the responsibility to the commanding general at Fort Knox. All the bigwigs gathered at Fort Knox to make decisions about what the next tank would look like, what the next armored personnel carrier would look like, etc., etc. Again, I sat in the back of the room, and young captains and majors, most of them West Point graduates who'd gone off to graduate school and were coming back and using their talents. It was a great, great opportunity for me. We were always invited to the house when the Colliers were having a party, and people would say, "Oh, you're going over there and pass the cigarette butts around with them, aren't you?" "No, we don't do that. We're part of that group." Mike Popowski here in town, his dad was one of those colonels on the post at that time. I really got to know all those people. Not that it was doing me any good, but I learned from them, you know. I learned how to act, I learned when to shut up. It was very useful, and it was a great time. The Colliers were magnificent to us. We had a child while we were living there -- it was Tom, and Tom got burnt badly in an accident at our house. He was crawling across the floor, and there was a coffee pot that started percolating, and he looked up and pulled on the cord, and it came over and broke open on his back. The Colliers came over and relieved us of our 24-hour duty, and they took it over; they sat with that baby. We were their family. It was amazing; it was wonderful. 18 Yeah. I began to really understand what the army was about, that it could be a good army. JC: Well, after Fort Knox where did you go? RT: Let's see. Oh, yeah. When General Collier left, he was to be promoted and going to go to Korea, and he offered me the opportunity to go with him, and I told him that I would much prefer to have a tank company in Europe. While I loved the guy and his family, I wanted a tank company in Europe. He said, "We'll take care of that," and he called up the commanding general of the 2nd Armored Division in Europe, the one that they call Chubby Doan, and told him the situation and that I would be on orders to go over to the 2nd Armored Division and a tank company. He said, "I'll give him a tank company." So, wow! You know, we made it, and off we go to Europe. We pull into Bremerhaven, which is the northern port in Germany, and they send forth a little craft to meet the boat. A sergeant first class climbs up the rope ladder and comes over and starts telling people what their orders are going to be, and I was ordered to something called the 13th Military Intelligence Group. I thought, oh, my God, something's wrong here. The colonel who was in charge of us all on the boat, for the boat trip, he got his orders, and he opened it up, and it's the 13th MIG. He said, "What's an MIG?" I said, "The best I know it's a Russian airplane." (laughs) It turned out that he thought he was going to the 1st Infantry Division for a regiment. Well, we got off the boat, and both of us went down to this intelligence group, went through two different fences, guards posted in towers and all the rest of it, and slept in an open bay area over the officers' club. There were a number of other offices there, and they said, "What are you going to do?" I said, "I don't know. I'm here by mistake. I'm headed to the 2nd Armored Division." They said, "No, no, you aren't. We're all in the same business, fellow. Tell us where you're going." And I said, "No, no. I'm an officer, and I'm going to --" They said, "We understood an armored officer was coming, and he was going to go underground and behind the Iron Curtain, and report on the Russian movements." Holy Crow! That's not for me. So the next morning I went down and asked authority to see the commanding officer of the 513th [sic] MIG. He spoke with me, and he said, "No, you're going down. You're not going to do that; that's rumor. You're going down to the headquarters in Heidelberg, and you're going to be an intelligence officer in that headquarters." I said, "I'm not an intelligence officer." He said, "That's your orders." OK. So I went down to Heidelberg. General Jim Phillips was the G2 at the time, and I asked to see him, and I went right up to his office and told him my sad story, that I was going to go to the 2nd Armored Division -- and he was an armored officer -- "Now here I am an untrained specialist in your department." He said, "What were you going to do?" I said, "Well, General Doan in the 2nd Armored Division had accepted me to come and be in tank company." He says, "I'll talk to him about that," and he reached over -- they had a red phone system that red phones went to the different generals in different locations -- he picked it up and dialed 27 or whatever it was, and General Doan answers the phone, and I'm sitting there. He said, "I got a young captain sitting here that tells me he's supposed to be in the division. Tell me about him, what are you going to do with him?" Well, poor old General Doan hadn't remembered much about the phone conversation a couple of 19 months before or something, and said, "Well, I'm going to make him my aide." And he said, "Like hell you are. I'm keeping him here for that." (laughs) I did it all over again for another two years in the headquarters at [Usera?]. [01:26:32] It was a great experience. General and Mrs. Phillips were a mother and dad to us; they'd invite us to Sunday dinner, and little Tom would crawl around the floor or under the table, and General Collier would feed him peanuts or something. It was a wonderful time, and when the Colliers would take a trip and borrow the commander in chief's train, we went with them. It was marvelous. I saw all of Europe. I knew most everything that was going on in the intelligence field, and it was a great experience with wonderful people. But when he got assigned to go back to the United States, I took the Colliers up to the port to put them on. When I came back, this again on the commander in chief's train, I had the train stop in Mannheim, and I got off in Mannheim. I wasn't going to be stopped again and reported in to the 57th Tank Battalion and for the last year there had a tank company. That was probably the greatest experience of my life. It really was a good experience. We were hard training, we were well trained, good people. In the beginning we had a wonderful commander who was a major, and the division commander, General Doan, didn't want to put a lieutenant colonel in that slot. He wanted this man to get that experience, but eventually they had to pull him and let -- the lieutenant colonels were backing up. So we were out maneuvering and we came to the last day of the maneuvers, and the new battalion commander arrives, and we have this party in a beer hall. The new commander arrives, and one of the company commanders in Charlie Company walked up to the head table with two boots of beer. You know what that is? Glass things that replicate a boot. Big. He puts one in front of each of the two commanders and says, "Let's see who's the better man." This poor guy that has just got off the train coming down from Bremerhaven and crossed the ocean picks up his boot and starts to drink. The battalion commander we love drinks it down and wins the contest, and the new battalion commander was so tight from drinking that beer too fast his feet slipped out from under him as he sat at that table and went right down under the table. (laughter) That was his first day of duty, and he didn't improve much after that. We were all pretty cocky, the company commanders; we were doing a lot of good things. But he knew nothing about it. We told him -- we were told that he had served in a tank battalion in World War II, and that's all we knew about him. It sounded great to us, a guy with some real experience. Well, it turns out that he reported in to a replacement company, and they said, "Take this truckload of men and go forward to point A. There will be a sign on the road at so many miles or kilometers. Turn left in there, and that's where your unit will be." Well, he got down there and made the turn, then went up, and three Germans come out and say, "Achtung! Put him in the compound!" and he went directly to the prisoner-of-war camp. He never had any experience. He'd been a public information officer before, and he was terrible. He was so bad that in a morning meeting every time, when he would suggest something the other three company commanders, we'd sort of nod or shake no. And "Well, what's the matter?" You know why? We didn't get any leadership out of him at all. When it came time to leave there, I had probably the most frightening experience in my life. He stood up in front of the entire battalion officer group and said, "Well, now that Captain Todd is leaving maybe I can take command of this battalion." Oh, my God. 20 Oh, my God. He gave me an efficiency report that would sink anybody, but it just turned out that in that moment of time the army changed the efficiency report system whereby your commander rates you, and his boss rates you, and then a third person rates what they did. Well, the third person turns out to have been the fellow that had been recently the brigade commander, and he knew me, he knew my performance, etc., and he sent back the efficiency report to be redone. Ho. (laughs) Yeah. Those were good times though, good times. Scary times, but testing, really testing you. JC: Because you were right there in Germany during really the height of the Cold War. RT: Yeah. As a matter of fact, one time we were out on maneuvers, 200 miles from our base, when the French and British moved into Suez, because the Egyptians said they were taking over the canal. There we are sitting out in the woods saying, "Oh, my God," because the president had said, "Oh, no, you don't." Eisenhower said, "No, you don't. You can't do that. We give you a lot of money to bring your economies back from the war, and we'll stop it tomorrow unless you withdraw." But we didn't know all that, and my guys are saying "We're going to gyro to Cairo," you know, that (laughter) kind of stuff. We finally came back. But if we'd had to go, I haven't seen a unit that would be any more ready than we were. Yeah. It was really a great exper-- In a company command, everybody doesn't have to bypass the battalion commander who's a dud. But when you do have to do that, then you're really thinking on your feet. It was great. JC: What was your next assignment after that? RT: Would you believe back to Fort Knox? JC: Oh, really? RT: Yeah. I went back there to go to the Armor Officer Advanced Course, which was a nine-month course in there, in which they were teaching you at the next level. Now the course we took before at Fort Knox was a course we should have had before we went to Korea. I came away with a great impression of how good that was. It was excellence. When I saw General Collier working with the instructors and telling them how to handle this kind of thing. When I came back three years later, it was a well-organized organization. In fact, General Abrams had been there as the head of the command department. It was a first class education. I really and truly look back upon my Norwich experience as not up to that standard that the army was producing there. At the end of that course I had talked my way into becoming one of the instructors in the command department, and I was thrilled to death about that. On graduation day I'm sitting in my chair on the aisle, and as the assistant commandant went by my seat he stopped and said, "You're going to be working in my office." (laughs) So I then worked for Colonel Chandler, who was a first-rate soldier. He had been horse cavalry, in the Philippines, and was on the Bataan death march. He was really very much a gentleman, very much strong willed, and very much of a tutor, and I worked out of his office. My job was to arrange the schedules of the classes, and we had all kinds of classes -- enlisted classes, officer classes -- so that they would mesh how 21 many people, how many classrooms do we need, how many instructors do we need, on what day are we going to do it? I was bringing home page after page of long paper, and on the kitchen floor working out the details of making this thing work. It was great, but, again, there was an intermediary. There was a lieutenant colonel who was my immediate supervisor who, again, I thought to be a dud. On my first day of working there he said, "That's your desk right over there." And I'm, "Yes, sir." I went over to my desk. Now what do I do? Here I am, I found my desk. There was a major sitting at a desk facing me who never looked up. He was just scribbling away, scared to death of this guy evidently. A few minutes later he came over and said, "Well, here's the first project I want you to do. This is it. I want you to study this, and then rewrite it, and we'll discuss it." Fine. It wasn't five minutes later, he came over and said, "No, I want you to do this one instead." I went through about six of those before I understood what I was doing. I was hopeless that anything was really going to happen. That same day he came over and looked over my shoulder, and I looked up, and he said, "What are you writing there?" I said, "Well, sir, I'm writing myself a note so that I will be able to put these things in the appropriate order." He said, "Well, you're not saying it very well." (laughter) It was awful. My out was Colonel Chandler, and a major got assigned to the office, and he very quickly understood what was going on here and went in and talked to Colonel Chandler, and Colonel Chandler moved him out. Again, we got a very, very fine operating organization going. It was good; it was very successful. But, you know, every time there's some kind of a roadblock in your career, you've got to stop and figure out how the hell you're going to get around it. JC: What was after Fort Knox? RT: Twenty more years of -- let's see. I graduated from Fort Knox. I was selected below the zone for a promotion. Do you know what that means? JC: Uh-uh. RT: When you're considered for promotion a board meets in Washington, and everybody whose career appears between this date and this date is considered. Isn't that right? Well, what they started, and I don't know if they're still doing it or not -- I think they are -- they would go below this zone and choose certain people to be examined with this group, and I was lucky enough to do that and really jumped ahead. In the headquarters there was Major Howard from Norwich University. Major Howard didn't graduate from here, but he was an instructor when I was a student here. He was in another department, or I didn't see much of him. But when I came out on the below-the-zone list, there were two of us at Fort Knox that came out on it, and he called me on the phone, and he said, "Well, I thought Frank would make it, but I never thought you would." (laughter) So things are weird, but Leavenworth was an exciting time. I was a captain. The majority of people were majors and lieutenant colonels. A real shock of my life in the first day was seated at tables, and there's a blank card in front of you, and the instructor said, "Now write your name on it, not your rank. Write your name on that card." Well, the guy sitting opposite me was a lieutenant colonel, and I was a captain, and I don't know his rank. What do I call him? We were all calling each other by their first names 22 rather than you find in a unit. That (inaudible) [01:41:04] like that, I'm up against it here. So I worked hard, harder than I've ever worked, and at the end of the halfway mark in the course they gave us standings of where you stand in the course, and I was number five or something. I said, "I'm working too hard." Yeah, that was good, a good period in our life. We had Saturdays and Sundays off. I had a little golf group I played with on Saturdays, and Michelob beer was local out there. We'd buy a pitcher -- the loser would buy a pitcher of beer, and that was a big deal. That was a big deal. JC: So when did you go to graduate school at the University of Alabama? RT: Strange you should ask that. When I came to the end of the course at Leavenworth a general officer, a brigadier general, came out to the course to announce to the armor officers, to the infantry officers, etc., what your next assignment would be. About the third name he read was a good friend of mine, and when he read off where he was to go this guy went "Ooohhh." The general looked down at him and said, "What's the problem?" He said, "Sir, I don't think anybody in your office ever read my request." "Oh." He said, "Major so-and-so, come out here." The guy comes out from behind the curtain with a big notebook, and the guy flaps through it, and he looks down, and he says, "I don't know what you're complaining about. It says right here, 'Anywhere in the world but Fort Knox.' And you're going to Fort Knox, your second choice." (laughter) Then he got to my name, and he said, "I want to see you right after this." I thought, oh, God, what now? So I went in, and he was in his office. There was a temporary office. And he said, "We've got a problem here," and I said, "Sir, what is it?" He said, "Well, they've got you going to graduate school, and as the chief armor officer I want you to go to an armored unit." I said, "I have a choice?" He said yes. I said, "Where will I go if I go to an armored unit?" He thought for a minute, and he said, "You'll go to the tank battalion in Hawaii." I said, "Can I discuss this with my wife at lunch?" and he said, "Sure," and I came back and said, "We have decided that we're going to go to graduate school," and that's how that worked out. JC: So you went to Tuscaloosa instead of Hawaii. RT: Yeah. (laughs) JC: Now, what degree did you get at Alabama? RT: MBA. It was a good tough course, but it was in the process of changing the curriculum of business schools, and some of it was very tough. Part of it was very simple, but some of it was very tough. I established a schedule where I went in very early in the morning, got in there before 7:00 every morning, went down to the basement of the library where I had an assigned carrel and started working until it was time for a class to begin. I'd go up to the class and go back to the basement, eat my lunch in the basement, go home at 5:00, and hardly ever did any midnight work at home. We lived a good, wonderful family life in Tuscaloosa. Now, it wasn't all easy. There had been the problems of the colleges not admitting blacks, and the president of the United States pushing hard to make them do it. 23 Then there were the riots at Ole Miss, right at that time. The army sent down its chief person who determines whether the applicants will go to college -- army applicants -- and to which college they will go to. So we all gathered, and there were people taking nuclear physics, and [we have to?] discuss with him, and he talked it back and forth, etc. Finally one young captain in the back said, "Sir, this is all very interesting, but the army's practically at war with our citizens. What the hell happen-- What do we do? What are our orders, and what are our instructions here at the University of Alabama, if the same kind of thing breaks out on this campus?" This poor old duffer who'd been the president of some college someplace sort of shook his head and said, "Well, I hope you'd be on the side of the government." (laughter) That hit right in the heart of soldiers. But it was a good program. When I left I was going to be assigned to the headquarters in US Army Europe in the comptroller's office, and you're required to stay in that position for three years to make up for your being chosen for that job. They want to use your knowledge and experience. Just before I left they changed it, and I went to the US Army Support Command in France, which had 57 separate organizations that it commanded, to include a pipeline that came in at St. Nazaire and went out to all of the air bases and army refueling, etc., and repair of tanks, repair of everything. We took German factories over, used Germans. It was a very, very exciting assignment in terms of technology, but I got assigned to the comptroller's office in that damn headquarters, and I was one of three soldiers. The rest were all civilian employees, or French. One of the people that worked for me was from Yugoslavia; he'd escaped Yugoslavia. So it was a mixed up kind of place. We lived at a French house down by the railroad station. We didn't want to live in the government quarters, we'd done enough of that. We wanted to have an experience in France. From that point of view, it was wonderful. The job was terrible, just terrible. They expected me to know everything that they did in their routine because I'd been to this business program. Well, I had to really move fast to catch up with them. My boss was a man by the name of [Birossi?]. He'd been an Italian-American soldier in World War II who married an Italian and never went home, and when they created the support command then he stayed on in Europe and became a very important man in the headquarters as the budget manager of this very vast organization. I worked like hell to try and get it straightened out. They first gave me the responsibility of working the budget of a couple of the major organizations, one the tank rebuild plant, which was -- God, it looked like General Motors out there. I finally got frustrated with it all. We'd all sit in a room, roll out our papers, and bring in the guy, the comptroller, from that organization, and you'd sit facing each other with Mr. [Birossi?] looking over your shoulder, and you'd work out a budget for them. How the hell did I know? I didn't have any basis for doing it, but we'd discuss it to get it. When this was all over and calmed down I said, "This is stupid as hell," to [Birossi?]. He said, "What are you talking about?" And I said, "We've got the world's best information technology program right in this headquarters, those guys that are working the plants do it all by technical means, punch cards, and here we are sitting around trying to argue about a number on a sheet of paper that doesn't mean a damn thing." He said, "What do you suggest?" I said, "I suggest we go to talk to them, get onto their system somehow, and work this thing out that we can make a reasonable stab at it." He said, "OK, wise guy, do it." 24 Now, there was a lieutenant colonel in this overall office who was Birossi's boss, and I went to see him and told him, I said, "Now, I'm not competent to do this. There's no question about it. However, if you give me two of those young captains of finance that work down the hall from me, I can get this thing started and going." So he assigned these two guys to me, and we changed the whole system of how we did the budgeting of US Army Europe. I got some kind of an award for that. Then they put me in another job where I had all kinds of stupid responsibilities. I had a responsibility for efficiency of each of these many, many organizations, and I got permission to send people -- Frenchmen -- back to the United States to be trained in each of those depots to do it. Then we pulled all of this together right as the secretary of defense had initiated a program to improve work force relationships, his program, and they sent it out and said, "Everybody in the army, navy, and the air force will use these procedures." And my two-star boss said, "No, we won't. We're not doing that. We got a god system, we just got it started, and, well, that's the way it will be." OK, you're the boss. So six weeks later, maybe two months later, there's a message sent to the commanding general that said "We're sending over someone from the Department of Defense to look at your program." I got called in to the CG's office, and he said, "You got two weeks to put this program in place." Well, you know, I was put into a position where I got attention, and I could do what I wanted to do, and I could get help to do it, and everything just sort of worked together. It was a great experience. But, again, it's a case of speaking up and saying what you think is wrong and finding a way to do it. I went in on the train from Orleans into Paris to the IBM plant with boxes of punch cards in my (inaudible) [01:53:43] and brought them into IBM, and we worked it out with them to do it at first before we turned it over to our own organization. That's because if we screwed it up, we'd screw them up badly. But those two finance captains did all the work. I just plowed ahead. Another time, in that same job -- I really thought -- when I got there I said, "My career is ruined. My career is ruined. Who's going to believe that I was in a damn headquarters for a support group? No, uh. I'm an armored guy. No." But anyway, they came up with another program, again, out of the Department of Defense. This time it was to work specifically with -- I can't remember the name of it, but, again, it came out of the secretary of defense's office, and again I got the job to do it. But this time I had an opportunity to start from the beginning with it. It was a matter of saving money, and we were supposed to put out programs, out to our subordinate units, and help them find money and other ways of doing business (inaudible) [01:55:09]. We started with the laundries, a simple thing, and went into the laundries with the people we trained, and they would say to the laundress, "How can you do your job better?" They'd say, "Well, I've been working at this for six years. If we did this, and that, and the other thing," and all of a sudden we weren't doing anything but saying "How do you do it?" and then helping them do it, and getting their boss to agree to it. Well, then you had to take all this information and turn it over to another agency who would check your figures, and numbers, and back and forth, and everything. That all seemed to work out, and things were going along rather well when they put me in for an award as the civilian of the year for product improvement. I was called (laughs) into Heidelberg, and they put on a parade, and the commanding general and I are -- there were other people, for other reasons, being recognized that day. I'm standing 25 beside the commanding general when the troops are passing in review, and he said, "What the hell are you doing here? This is a civilian award." I said, "Sir, you signed it." (laughter) And off we went. I just kept working. Living there was great sport, except the French are crazy. We lived in a neighborhood, as I said, on Rue de la Gale, and the house was an old one. It was rent controlled, and we had to slip the landlord money on certain days, and you'd walk up to his house with a paper bag full of money. A door would open, a hand would come out and grab the paper bag out of your thing, the extra money for the -- crazy. In the neighborhood we never made close friends except in one instance. Our youngest daughter, Ellen, went to French school. The other two kids refused; they were smart enough not to do it. Ellen and her friend [Pascale?] (inaudible) [01:57:36] walked to school with her mother and Carol, over to school. The ladies walked back from school. After lunch, walked over, back to get, march them over, again, at the end of the school day. And they talked, and they talked, and they talked. Not a single word of English was ever spoken for three years between these two women. We get back to the United States and got a very nice letter from her, in English, and she said, "You never would have improved your French the way you did if you knew I had been a nanny in Great Britain and speak English." (Cates laughs) Now, that's the dirtiest, rottenest trick I can ever imagine happening. (laughter) When we had a problem with the house, you'd try and go out and find someone that would fix the faucet. Now, there are four sizes of pipe, and there are 12 sizes of faucets, and there are 14 sizes -- and they ask you which one do you want? You don't know. So somebody has to come and measure it and go back, and two days later you've got water running again. When it came time to buy coal, we went down to the place you buy coal, and it was a storefront on the main road, right in the main store, and he's got little glass canisters with different kinds of coal in the window. You don't buy coal that way anywhere else in the world. We went in, and he wanted to know how many radiators we had in the house, and how many veins each radiator had, and how many sections were in the stove, and then he could figure out how many tons it would take to heat the house. He didn't ask if there was any broken windows, or open doors, or boards off on the roof. They did it totally unscientific. Then when you come to that decision, then they say, "Now do you want it from Belgium? Do you want it from --" you know, down the list. We want anthracite from Belgium, OK. Then they come and dump it in the house with buckets in the window of the cellar, and the whole house is covered with coal dust everywhere. And it was expensive. Living there was not easy, but we made a pact that we were going to go once a month with the kids to Paris, every time, every month, and we did, and we traveled a lot. Not any great distances, but we loved parts of France. But the French were very difficult to live with. JC: Oh, I'm sure. I've been there once. (laughs) RT: The worst one was my father had a cousin who was, in relationship to Dad, it was about six up from him in the corporation, and he was the chairman of the board. We got a call that he was coming to visit the French company that was owned by the American company, and they were going to come down and see us in this hovel (laughs). And just about the time we knew that they were coming but not exactly when they were coming, 26 the French left us with a bit of a problem. When they put in the sewer system, they left the septic tank in the house, in the basement, made of clay, and it began to leak. Do you have any idea what living in that house was like? You couldn't flush a toilet. When I'd go off to work and leave Carol, they had a deal with these crazy guys coming in, and eventually they came in. One guy came in, and he took off the top of this thing, and then he went away. She chased him down, and he said, "Oh, you've got to hire somebody else. The union won't allow me to put the hose down in here and suck out what's left. You've got to find that guy." And it went on, and on, and on, and trying to live in that house. Fortunately we got it cleaned up before Uncle George showed up for lunch. (laughter) JC: Sounds like it was quite difficult living in that house. RT: It was very difficult. Every single day one of us crossed the street to the bakery that was directly across the street from us, and we'd order a demi pan, and bring it back for breakfast, or something else. And every single day that one of us went, my own experience was I'd walk in the door -- "Bonjour, Madame." (laughter) The only guy that spoke to us lived next door, and the reason he spoke to us was that nobody else in the neighborhood, or the town, or the city would speak to him, because he had been a butcher during the Nazi occupation and gave the Nazis all the best cuts of meat. We had no phones. It took three years to get a phone, and it was a three-year tour. If you got a phone, you had nobody to call; they'd all gone home. They're crazy, just crazy. (laughs) JC: So what was the next assignment after France? RT: Well, while in France the Vietnam War broke out, and people lieutenant colonel level in Europe were being pulled back to the United States and given a command in Vietnam. So I applied to get a command in Vietnam, and they said, "Oh, no, no, no, no, you haven't finished your tour for having gone to graduate school. You can't possibly go." This is talking to somebody back in Washington. Then another job opened up, and they needed a lieutenant colonel in an armored battalion, and I called them back again. I said, "I'll come back to this job after that. How about that?" "Nope, we can't do that. We can't do that." Eventually they said, "OK, when you come home from --" I put enough pressure on them. "When you come home from France, we'll send you to Vietnam." And when we came home from France, they said, "No, you're going to go to the Armed Forces Staff College. You've been selected among the army, navy, and air force to go to the Armed Forces Staff College, for six months. After that, we'll get you a job that will get you to Vietnam." Well, you know, it's frustrating, just terribly frustrating. After the Armed Forces Staff College they told me I would go to Vietnam, but first I would go to pick up 57 tanks that had just been manufactured of a new design, and I was to form the tank battalion in the United States, train it in the United States, and take it to Vietnam. When that day came, ready to go, we had three rounds blow up in the chamber back at Aberdeen Proving Ground, and they said, "Hold it. You're no longer on the list to go. But you are going to go to the Naval War College." I couldn't get to Vietnam! It was very difficult. 27 JC: What was the Naval War College like? RT: Terrible. The Naval War College, well, we called it the sleeping room. They had two major speakers every day, one in the morning, and one in the afternoon. That was fine. I mean, I loved to hear them, and they did have a message, but it wasn't work. It was sitting there like you're turning on the television. There was no challenge to this thing at all. Now you could go and get a master's degree along with it from George Washington, but I couldn't, because I had a master's degree, so they weren't going to let me take that program. So they hired somebody the University of Massachusetts had fired from their Economics Department, an old man, to be my mentor and take me through a separate program -- nothing comes out of it other than a dissertation at the end. OK, I'll put up with it, but he was awful, and it was a waste of my time. You never had time between these people to really go to the library and do something. It was 20 minutes. What can you do in the library in 20 minutes? No, you don't. Everyone went and get good coffee, sat around and talked, etc. Oop, time to go back into the bedroom. There was nothing going on in terms of substance in the place. When I had my first time as directing my little group, I worked long and hard on the assignments, and came in the next morning and said, "OK, let's see. Now we had readings in this one, and then we had a differing opinion from this requirement, and then this one, and another one. Commander Jones, what do you think about this?" "Oh, shit," he said, "You don't think I pay any attention to that, do you? I'm in the George Washington program. I'm not going to do any of this." That was a general attitude. There wasn't any depth to what we were doing. One day the admiral in charge, who'd married a British lady and had just come back from another tour in London, said, "How would you like to have lunch at my house with a guest speaker, Todd?" I said, "Gee, that would be very nice, sir." I got up there to discover there were 12 or 13 of us at separate tables and he and the speaker was at another table. What did we do? We sat around and chatted, and ate his food, and left. He said, "How'd you like that?" I said, "What are you referring to, sir?" He said, "Well, the opportunity to be with the speaker." I said, "We weren't with the speaker. You were with the speaker." "Well, how would you handle that?" "I'd put in a round table, and we'd all sit around and talk." "What a great idea." Really, really bad stuff. So he did, and then he invited me to come, and I went, and he said, "How did that go?" I said, "Sir, that was wonderful. But if you did that in the classrooms it might help, too." "We don't have round tables in the classrooms?" He'd never been in a classroom. We didn't have one single naval officer who was nuclear qualified come to the course. They sent them to the National War College. We didn't have one single graduate of a senior college who was on the faculty. I could go on, and on, and on about how bad it was. But one day, in Vietnam, I was sitting at my desk outside General Abrams's office, and I got a call from the naval head in Vietnam. I'm trying to think of his name. I know it as well as I know my own. But anyway, he called me and said, "Russ, I got to see General Abrams." I said, "Well, he's tied up at the moment. Come on up and sit down, and I'll get you in just the minute I can break into it." He said, "Good," and he came up. We sat there, and he said, "I got to talk to General Abrams. They're going to announce this afternoon that I'm the new chief of naval operations, and I don't want him to hear it from anybody else but me." I said, "Oh, have I been waiting for this." He said, 28 "What are you talking about?" I said, "You can do something about the Naval War College that I couldn't," and I laid it out for him, and he fired the guy when he got back there. This is Zumwalt, Admiral Zumwalt. He fired the guy and changed all the programs. I mean, they were tough on him, and they've got a good school there now, or at least the last I knew of it, a very good school that has been accredited. But it was awful. JC: Did you finally get to Vietnam after the Naval War College? RT: Yeah, that's why I was sitting in General Abrams's office. I was to be sent over to be on the command list, which meant this list of people the army feels are capable of doing a job as colonel in a combat unit. They sent my name over, and then they called me back and said, "We've withdrawn your name." (sighs deeply) I said, "Come on, guys. This isn't fair." He's "Hold it, hold it, hold it. They're looking for an assistant to General Abrams, and we've sent your name in." I said, "Look, I've met General Abrams a few times. I don't think he was very impressed with me. I don't think he'll select me off of any list of yours." He said, "There is no list. We only sent your name." (laughter) So I went over there, and I sat for, oh, eight months I guess in General Cao Van Vien's office, who was the head of the Vietnamese armed forces, and I acted as a liaison between General Abrams and General Cao Van Vien, of which there was no requirement. Those guys talked to each other whenever they wanted to. But I represented General Abrams when General Cao Van Vien called the other -- the Koreans, the Australians, the New Zealanders, etc., etc. -- together on a Monday morning to have a meeting, and that was interesting, and I learned a lot, and I met a lot of people. Eventually the secretary of the staff rotated home, and I took his slot. You actually work for the chief of staff, but I read and decided which messages that came in that night would go into General Abrams the next morning, so I got to work very, very early and stayed very, very late, day after day after day, seven days a week. But I really loved working for the guy. Every Saturday morning we would meet with the commanders of the army, navy, air force, etc., the CIA, in the basement of our building, and it was general so-and-so, admiral so-and-so, etc., and Colonel Todd. And Colonel Todd sat in the back of the room and checked -- again, a great learning experience. Watching the interrelationship between these very, very senior commanders was a great experience. Then I went with General Abrams every Monday morning down to brief the ambassador. We'd drive down in his sedan. On Sunday I'd prepare a book for him that he'd go over, and then he'd have that in front of him. He never read it. He never sat in front of the ambassador and read it. I'd be on pins and needles all the time that he'd turn to me and say, "What the hell's this?" (laughs) But he was great. Then I got a command. I left the headquarters and went out and joined the 24th Division as a brigade commander, and I'd been there about eight days when it was announced that the brigade was to go home. (laughs) The next day I got a call on the radio, out flying around in my helicopter -- I had seven battalions in the brigade at the time -- from the corps commander, General Davidson, and General Davidson said, "Meet me at coordinates so-and-so," and we both flew into a point. He said, "I'm pulling you out of this. I've got a problem with the Royal Thai Army. The officer we have working 29 with them is not acceptable any longer to the Royal Thai Army. I need somebody tomorrow, and you're it." That was the craziest thing I've ever been involved in. Wonderful, wonderful Thai commander, who began his military experience at age five in a military academy run by the government. He finished his education in France. The French owned Indonesia. Thailand (inaudible) [02:16:30]. So there we were. Day in and day out, he and I would receive the same briefing. He'd get it in Thai, and his aide-de-camp would give it to me in English. We never ever, ever came to the same solution. We were generations in thought apart. For example, in World War II Thailand never declared war on anybody, but went to war against the Allied forces when they thought Japan was winning. This fellow was a captain in the Thai Army, and he did something very spectacular -- whatever it was, I don't know, very heroic. He was called back to the capital, and he was given the Royal Order of the White Elephant or something. They'd give out five for every war. This was something very, very special, parades, the whole business. He went back to his unit, and then the Thais decided that the Japanese weren't winning the war, and they changed and became our allies. Now you're not going to believe this. They called him back and took the medal because he was fighting on the wrong side. (laughs) I could go on forever on this. My brain couldn't absorb it. When I'd left that and gone back to the United States, I guess when this happened -- I don't remember where I was, but anyway, I wrote him a letter, and I said, "What in the world is going on in Bangkok? You were the commander of the 1st Division, responsible for the security of Bangkok. Your father-in-law is the dictator. They're rioting in the streets, and, to the best I know, nothing's happening." He wrote back to me, after some (inaudible) [02:19:06] time, and said, "Well, you just don't understand our way of thinking. The soldiers had killed some civilians who were rioting, so I went back to my BOQ and stayed there two weeks, and when I came back my father-in-law had been deposed, and the fighting was over." Huh? (laughs) And it wasn't that he wasn't a good soldier, and it wasn't that he was afraid of anything. No, we'd fly around in his damn helicopter and take it places I never would have gone. On the other hand, he had some VIPs coming over, and he said, "We can't take the helicopter today. I'm going to use it tomorrow for some Thai VIPs, and I don't want any fingerprints on it, I don't want to make sure there's no bullet holes in the thing. We'll just take this other thing." What? We couldn't come together. At one point, the real one that almost got me in trouble -- I think it was on Thanksgiving -- our base camp also had three units in it from the 1st Cavalry Division, and the Thais, and the Thais who were responsible for the security, and I was responsible to the US headquarters. Well, on the big army base, maybe 15 miles away, on Thanksgiving night everything went up in the air, flares, and shooting, and machine guns, and all the Thais thought this was great, and they all did it. He called me in the next morning, and he laid me out. He said, "No Thai would ever do that. Your Americans did this." Well, OK, I'll suck it up. "I assure you it won't happen again, sir." So come New Year's time, I put out to my staff with each of his units, where they normally served, to stay with them all night and record everything that happened in that TOC. Next morning he got me again when I went in there. I said, "Sir, before we say anything else, I suggest you talk to your TOC officer." He went down there, and those 30 guys, we made them record everything, and he discovered that it was his units that were doing it. What do you suppose his answer to that one was? JC: I don't know. RT: He called in his senior officers and said, "I'm resigning from the army. You've let me down." And he went back into his hooch and stayed there for about three days. I woke up at the end of three days early in the morning, and the whole goddamn Thai Army that was posted in Vietnam was out there in a formation. I walked out to see what was going on and stood behind him -- he was up on a platform -- and they all apologized, etc., and he forgave them, and they went back into the woods to their positions. They'd left their fighting positions to come back and apologize to the commanding general. JC: Oh, wow. RT: (laughs) You can find one worse than that, I'll bet. My goodness. JC: Want to stop again? (break in audio) JC: Let's stop here, because we've done about another hour and 10 minutes. (break in audio) RT: Let's -- (break in audio) [02:23:15] JC: All right, this is Joseph Cates. Today is May 19, 2016. This is my second interview with Major General Russell Todd. This interview is taking place at the Sullivan Museum and History Center. This interview is sponsored by the Sullivan Museum and History Center and is part of the Norwich Voices Oral History Project. So when we left off last time we had gone through Vietnam, and you're ready for your next assignment. What was that? RT: OK. When the Royal Thai Army left Vietnam I moved out to a brigade, as I said earlier. But the time with the brigade was very unsatisfactory to me as a professional. It was a little more than a month, and that's not what I considered to be a command. So thinking about what would happen when I got home, I called to the Pentagon, talked to the people in armor branch. A lieutenant colonel sits on a desk and shuffles the papers for colonels and helps make the decisions. I told him I wanted to have a particular command at Fort Lewis, Washington, that I knew the command was about to change. And they said, "Oh, we've already appointed somebody to that port. But you are coming back to go to the Pentagon." 31 I had fought off the Pentagon earlier in my tour. When I was working for General Abrams I got a call from the Pentagon that said "We're bringing you back to the United States because a new position has opened up, and it calls for a brigadier general, and although you're only a colonel, we want you to fill that position." And I said, "Tell me about it." They said, "Well, you're going to be the army's first drug-and-alcohol-abuse officer." I said, "You've been watching what I'm drinking." He said, "No, this is what we've got in mind for you." And I said, "That isn't going to work. It just isn't going to work. I'm over here on a two-year tour, and if you want me to leave here, I'll give you General Abrams's telephone number, and you can call him and ask him to release me." Well, no, they didn't think they would do that. (laughs) So when I went back I went to the Pentagon, and there I went to work for a four-star general who I had met several times, because he traveled to Vietnam back and forth, General Kerwin, a wonderful, wonderful soldier. And when I reported in he told me that I was going to be the head of the department that he supervised for the Modern Volunteer Army. My job would be to coordinate all of the programs that were going on both at posts, camps, and stations around the country and around the world, and also within the Pentagon, to evaluate where we ought to be going. Well, OK. It wasn't my first choice. I had about, oh, 10 lieutenant colonels working for me in a very small office that didn't have any windows, and there was a lieutenant general working in the chief of staff's office whose title was the chief of modern volunteer army. So I was torn between two very senior officers who didn't agree with each other very often, and the job went on, and back and forth, and up and down, but a lot of answering letters from the Congress and this kind of thing, and then evaluating things that came from the field. Well, one day I was up in the next level in the Pentagon, because I'd been called by that lieutenant general, and he started chewing me out just something awful for reasons I couldn't explain. Finally he said, "I'm going down and see General Kerwin." My boss. What the hell's this about? So I was standing alone in his office. He went out a side door, and I said, "I've got to get to General Kerwin quick." So I picked up -- they have red phones that go between the very senior officers. I picked it up and dialed General Kerwin's office, and he has to answer that, no matter what's going on. And I said, "Sir, we got trouble," and told him what was going on. I saw him later in the day. He said, "Thanks. That really made a difference." From that moment on, he treated me like I was one of his best friends and had faith in what I was doing. Now, they did bring back in a major general who had just stopped commanding the 82nd Airborne Division, and he came in, and he was my immediate supervisor. But General Kerwin made a proposal -- not a proposal -- instructions to everybody about that time that said "Everybody that works for me in the deputy chief of staff personnel office is going to spend four years in this job." I could see my chances of getting a second shot at a brigade just going out the window. Carol and I had bought a house in Washington, the first home we ever owned. In France it was a rental, and everything else was army quarters. So this was special. She loved that house. She took a job in Washington, DC, in the personnel department, and then she had done a lot of that before, and that was sort of a big part of what she had done at Radcliffe after Smith, and she loved that job. In fact, everywhere we went she tried to find a job that would keep her busy and active. 32 So there we were, balancing back and forth. Now what do I do? Well, I'll go back to my old trick and call the people in my branch on the phone, and I called this young man early one morning before anybody else was in the office, and he happened to be there. I told him my plight, that I'd been really cheated in that one month I'd had in the thing, and General Davidson had said I was coming to Europe with him to command a brigade, and that didn't work out once he found out I'd never been in the Pentagon. "So I want a command, and I want to lay it out right now. I want you to start working on it." He said, "Sir, I'm not sure I can do that." I said, "Well, what time do you come to work?" He said, "Well, I'm in here by 8:00 every morning." I said, "Get in at 7:30 on Monday, because I'm going to call you every goddamn Monday I'm sitting at this desk," and I did. Eventually he said, "I've made an appointment with you with my boss, Colonel [Touche?], who oversees all the branches for colonels." I walked over, and it was my old friend from Fort Knox who had been the senior aide when I was the junior aide to General Collier. He had talked it over with the committee that makes these kinds of decisions, and they were going to put my name in nomination to go back onto the brigade commanders list. Great. A few weeks later I get a phone call that says "We put your name before the committee, and you are on the list, and you're number two." Uh-oh. I'm supposed to spend four years working for General Kerwin? (laughs) So a little later they call back and said, "Whoa. Wait. In the 2nd Armored Division the brigade commander has moved up to be chief of staff, and that brigade is open." I said, "OK. Now you guys call General Kerwin and tell him that you're pulling me out." They said, "Like hell we will." (laughter) So I went to see General Kerwin, and he sort of grimaced and (inaudible) [02:32:24]. He said, "You know my policy." I said, "Yes, I do, sir, but this is a once-in-a-lifetime opportunity for me." And he said, "I'll tell you tomorrow." So the next day he called me, and he said, "Against my better judgment I'm going to let you go to that command. But let me tell you this. The day that's over you're coming back to work for me." I said, "Yes, sir. Thank you." I ran home. (laughs) A little later, in time, the moving truck was in front of the house. I'd gone home, checked out of the office, done everything appropriately, and gone back, and there was a phone call waiting for me at home. General Kerwin. He went on to say what he really wanted me to do, wouldn't I know, is that -- "Sir, we've made our deal," and he says, "OK, but remember, I'm going to get you when you get (inaudible) [02:33:21]." And that was very pleasing to me. I loved the idea of working for him. But, again, it was a matter of just working your way through the system. It was terribly important to my career and to me. People were telling me that "You don't have to do this" kind of thing. You know, "You've done all those kinds of things." But no, that wasn't the career I wanted. So I went to the 2nd Armored Division and took over the 3rd Brigade of the 2nd Armored Division at Fort Hood, Texas, and that was a real fun thing. I really enjoyed it. I had a lot of good people working for me. Some of them went on to become general officers later on. The first thing that happened was they told me that the brigade in one month is going to move to Germany on Operation [Forger?]. Does that mean anything to you? Well, in the Cold War we had built all kinds of home hutches and places to store tanks and materials that take a lot of time to get into the theater. If they said, "OK, the balloon went up. Come over here," you wouldn't have had any -- you'd have to wait for your 33 tanks for a month. So they had all those vehicles and stuff over there, and every year we went over and exercised the idea of flying over -- not me, the army did. It was my brigade's turn, and it was just great. I had planned that thing for every possible contingency, in my mind, and we laid it out with the staff. I said, "Now if this happens, or that happens, or this happens, this is what we'll do. Plan A, B, C, and D." And damn, I figured everything except it was going to snow at Fort Hood, and the air force wouldn't show up. (laughter) So we were about two days late getting there, and it slowed things up. But we went out on maneuvers for about a month and a half, and that was a great experience. I'd done it as a company commander when I was stationed in Europe, but as a brigade -- when I went over I've been detached from the 2nd Armored Division of the United States and attached to the 1st Infantry Division, when I got over to Europe. There for the first time I met a fellow named (laughs) -- I met someone, a senior officer, a brigadier general who, because my brigade wasn't part of his division, I had to go through the ropes of him looking over my shoulder for the first three weeks of what we were doing. It wasn't easy. Eventually he and I had a good reputation among each other, and then we're good. It worked out pretty well. Well, his name is Fuller, Fred Fuller. Just to move that part of the story a little further forward, when I went to Forces Command he was the DESOPS, and I was the assistant -- correction, he was the DESPER, personnel, and I was the assistant DESOPS. And again, good friends, you know. No, sir. I had to prove myself all over again to him. That was tough. That was tough. Then when I became division commander at Fort Hood, would you believe they made him the corps commander, and my boss again? And again, I went through the process. I called it rook training, he wanted to test me on everything that was going on, and then eventually he agreed, and we got along. That was a very difficult relationship I had with that individual. So we came back from Germany after the Reforger, and it was time to change division commanders. A general officer that I had met once or twice but didn't know came in as the two-star commanding the (inaudible) [02:38:26]. This was a fight for my life. He, in my opinion, didn't represent a good soldier. He would drive in his jeep with the two stars on the front, down the street, and the men in the division would say, "Hi, General," and he'd wave back, "Hi." No saluting, none of this. He would come around in my battalion and ask the company commander and the battalion commander to see their operational reports, and particularly the readiness reports, whether or not this tank would go or that one. He required them, not required them, but pushed hard for them to like take something off this tank and put it on that tank, and now we've created another tank that this one isn't working, this one if you take the parts and put it on this one, that's one less tank, but will look that much better. It was everything how you looked. Eventually he was promoted to lieutenant general and shipped to Europe, and his chief of staff caught on to his way of life, reported it. He got thrown out of the army, reduced to major general, and was retired. But that was a tough fight, that was a tough fight. In town now there's a major general, retired, John Greenway. Maybe you've met Phyllis. JC: I have. RT: Well, John Greenway was my chief of staff in the brigade, and I don't know how many times he saved my life. He'd say, "No, no, no, don't go up there and tell that general off. 34 Don't do it. Stop here." One time I actually said, "The hell with you, John, I'm going up there." I was really mad. Again, he had ordered my people to do something that was not proper. So John called up the division chief of staff, who was a good friend, and said, "Russ is on the way. Stop him." (laughs) So I never got in to see him, and I calmed down, and the chief of staff discussed it with me in a way. But it was a difficult, difficult system to live with, but I had wonderful people working for me. JC: Well, that's good. RT: Yeah. JC: What year is this? RT: Oh, my God. (inaudible) [02:41:04] I can't remember my birthday. (laughter) It was about '60 something, yeah. I came back to the United States, and I was assigned to forces command, where General Kerwin was, the man that said, "You're going to go work for me," and I went to work for General Kerwin just as I'd been promoted by the system to be brigadier general. I worked for him for two years and then another year with General Rogers, who went on to be the chief of staff of the army, and it was great. Real professionals who understood various ways of handling people beautifully. I must admit, he had a chief of staff who wasn't quite up to speed in my opinion, and as a result I found myself bypassing the chief of staff, which really isn't a very good idea. But both General Kerwin and General Rogers, when I was there, would call me on the phone directly and ask me to do something. As the junior brigadier general at Fort McPherson, Georgia, they immediately appointed me to be club officer, and to be the president of the Association of the United States Army chapter at Fort McPherson. I was really the junior guy in that headquarters as far as a general officer is concerned. The biggest thing that happened to me really there was that that's when we had the baby lift out of Vietnam, and then we had the evacuation of Vietnam. In the operations business at forces command, we had the responsibility of preparing those units in the United States, wherever they might be involved, to prepare them for the influx of people. I was up a lot of nights and really mad at the air force sometimes. They would bring in planes early, before we could finish taking people off the previous planes and get them, kind of thing. They finally came around. But it was a real wonderful experience as far as I'm concerned. I had the thrill of getting a thank you letter from the president and being called in by the State Department, who had the responsibility of taking these people once they arrived in the United States -- when they arrived in the United States the army was responsible for them. We took old barracks and tried to fix them up to be for families and all the rest of it. And the next step was to put them out into the population in America, and that was done by the State Department. At the end of this, the State Department gave me an award and invited me over to Foggy Bottom, and it was carried out in the formal part of that. It's a very ordinary-looking building, but inside, on the top floor, they have collected and put in there all the furnishing and antiques of America. They would go to somebody that had something that the State Department wanted, and they would say "We would like to have it, and we will replicate it exactly, and give you back the replication." They built -- it's a museum, it's a wonderful, wonderful museum of 35 American furniture through time. I was really impressed with it being there. I wasn't that impressed with the State Dept- people in Vietnam. (laughs) It was very interesting. JC: Yes, sir. So this was around 1975, that would be (crosstalk; inaudible) [02:45:47]. RT: Yeah, that's right. Yeah. I did one or two year. JC: Where were you from Fort McPherson? RT: From Fort McPherson, when my immediate boss left General Rogers called me in and said, "I want you to be my full-time top guy and deputy chief of staff operations." I said, "No, General, that isn't right." "What are you talking about, it isn't right?" I said, "You want someone that's been a division commander to be in that job. I mean, you're dealing with all those division commanders, and if the guy that's passing the instructions hasn't had the experience of being a division commander, it doesn't come through right." And he said, "All right. All right." About a year later I was on a board in Washington. You're sent in to do a lot of those things. Interestingly enough, on this particular one I was the head of the board for captains being promoted to major, and I got in trouble with General Rogers. The instructions we had were "These are the formulas, etc., that you follow when you're looking at the history of their being in the service. You can add to this other things, if you, as a board, want to do it." The first thing we added to it was that any captain who had served a normal period of time as a captain in the combat arms branches and had not had a company wasn't to be promoted on this occasion to major. Passing up a captain, you pass up the real army and the real understanding of the army, and, oh, boy. It turns out that we eliminated from being promoted five captains at West Point, instructors, and that reverberated around the world. (laughs) General Rogers finally calmed down. Then on another occasion when I was away in Washington he called me on the phone and said, "The major generals promotion list has just come out." I said, "Oh, good. Who's on it?" and they said, "You are." Oh, wow. After I went back he called me in his office and said, "Now, I'm going to send you to Fort Hood to command a division." Previous discussion, you got to have a command. I said, "Oh, my. Where's George going?" And he looked at me with this great strain on his face and said, "George who?" I said, "George Patton, 2nd Armored Division." I had been in the 2nd Armored Division twice. Four men have commanded the 2nd Armored Division, three of them during World War II. I knew that was my place in life. Well, he said, "You're going to the 1st Cav." Of course, when I'd been there as a brigade commander the 1st Cav was the enemy. (laughter) It was a little difficult to change my mindset that I was now the head of the 1st Cavalry Division, but it turned out to be a good assignment, too. We were immediately assigned a mission of working on something that was called Division '86, and this was the '76-'77 time frame. What we would do is to experiment with different organizational concepts, try them out, and another R&D organization would evaluate whether this was a good idea, or whether it wasn't a good idea. But, man, was that a lot of work. We had soldiers picking up their mattresses and marching over two streets, and then joining another company, because now we were trying -- we were going to have tank platoons with only four tanks rather than five tanks, 36 and these guys had to fill in for the -- you know, back and forth, and up and down. It was a crazy time, but it was very, very rewarding. We lived next door to George Patton and Joanne Patton, and as a matter of fact we had become very close friends over the time we were in the army. We went home on vacations sometimes by accident at the same time, back in New England, and other times purposefully. But we celebrated our twenty-fifth wedding anniversary together, both divisions, at the club, and it was officers. It was really good sport. JC: Was that your last command? RT: No. They sent me to -- at one Fort Hood, after two years of commanding the division, I went down and commanded something called [Tecada?] [02:51:38], which was a research and development experimental station kind of thing. I was doing to the rest of the world what they'd been doing to me, for two years I guess, at which point I was shipped over to Europe to be the deputy chief of staff for operations under General Kroesen. He was one of the most magnificent soldiers I'd ever met. I worked for him once before for a short time, but he was first class. Then I got a call from Loring Hart, president of Norwich University, who I'd gotten to know -- over his 10-year span as president -- pretty well. In my traveling around at various times, I was the head of the Norwich Club of Georgia, the Norwich Club of Fort Hood, the Norwich Club in Europe. They'd come over to visit, and we became close. I had come home on leave to see my dad, who was in bad trouble health wise, and I got a call from Loring Hart to my dad's home down in New Hampshire. He said, "I need you to come up here. I need to talk to you; it's important." And I said, "Gee, I don't know. Dad is not well, I don't know how long he's going to live, and I can't be here very long, so I really and truly want to see as much of him as I can." He said, "Well, afterward, after this weekend" -- it was a big alumni weekend -- "I'll stop in to see you." I said OK. Well, Mother got a hold of me, and Dad got a hold of me and said, "Go on up there." Dad said, "Get a hold of my classmates and tell them I'll be there next year." Well, I knew most of his classmates. When I arrived I found them at lunch in the Armory, and I walked down to the table, the half where they were, and started saying this lie about my father, he's going to be getting well, and he'll see you next year when he comes. All of a sudden the most unusual thing happened. There was this great noise in the Armory, and it kept getting louder and louder and louder. As this individual coming into the room got closer to our table, I discovered that it was General Harmon coming back, and all of these people were saying, "Ernie, Ernie, Ernie, Ernie." I couldn't believe it, you know, really and truly. It showed me just exactly how much he was loved by this institution. That doesn't mean he didn't make a lot of mistakes at times, but he really pulled us out of the woods. So Loring Hart stops in at the house and says, "The board at Norwich University has told me that 10 years is enough, and I'm going to retire. I want you to put your name on the list to be considered." I said, "You're a PhD, you taught English, you became the dean of the university. I don't have any of that." He said, "And you don't need it either, because I'm absolutely certain they're going to choose a soldier." I said, "What do you know, I'm qualified." I went back to Europe, told my boss, and then came back. I made a couple of trips back and forth. I told my boss, which was General Kroesen, what was 37 going on, and then went to see the chief of staff of the army to tell him that I was putting in my papers. You know, after you've been division commander you owe the army something, because of the experience they've given you. So I went to see General "Shy" Meyer, who I'd known in Vietnam, and I was a little dubious here. What will he say? So I told him, and he jumped up from behind his chair, rushed around to my side of his desk, shook my hand, and said, "Boy, that's just exactly what I want to do when I get out." (laughter) Then, unfortunately, and this doesn't have to be spread around, he told me that my name had been submitted to be promoted to Lieutenant General, and it is now before the Congress. Had I not put this in and had I been selected, I was going to go to one of two different jobs, and neither one of them sounded as much fun to me as coming home. Not that I could change my mind. Once you've told the army you're retiring, you're retiring. You don't change your mind. So that's how I got here. JC: What were the other two choices? RT: To be the chief of staff of USEUCOM, which was for the European theater of all of the activities there, and the other one was on the joint staff, doing the DES-OPS kind of work, which is called the J5. JC: So you come to Norwich. Talk a little bit about the application process, because I know Phil Marsilius says in his oral history that they gave you an eight-point plan that they wanted implemented. RT: Yeah. Very unusual I thought, and very useful. Before I get to that (laughs), Carol and I came. We went to New York City and joined a committee of the board who were involved in the selection process. The plane was late, the taxis weren't running, and we were late getting to this thing. Carol was a little nervous that that showed that maybe we weren't working hard enough to get there. They said to me, "We've just finished lunch. Do you want something to eat?" and I said, "Oh, yeah. How about a bowl of onion soup?" Carol said to me afterward, "You could have chosen anything but that cheese dangling out of your mouth." (laughter) But, to me, we had a wonderful conversation, and quite frankly I left in the cab going back to the airport with a member of the board who sat there and congratulated us, because they were certain that the board was now going to select us. Yeah, interesting. Where were we in our discussion? JC: The eight-point plan. RT: Yeah. I can't tell you what the eight-points are right now, but they were all reasonable, one of which was to make Vermont College work, the system of the two institutions together, and that's interesting, too. On that point I tried very hard -- they put a lot of pressure on Loring to go up to Vermont College at least twice a week. He'd go home, changed out of his uniform into civilian clothes, go up to Vermont College, and I don't know what he did, presumably he did good things, and came back again. I got into that routine with him, and I found that Vermont College was in deep trouble, I mean, in my opinion. Over time Vermont College had reduced the quality of their education in order 38 to sustain the number of students they needed, and they had all kinds of programs going that didn't make a lot of sense. They had a nursing program that was excellent. Excellent. They had just bought some programs from -- oh, what's the name of it? JC: Goddard? RT: Goddard College, and they were difficult to mesh into the family. For example, I hadn't been here very long, and I got a call from Mrs. Lippincott, who was the chief officer of Vermont College and had previously been Loring's assistant. I got a call that said, "There's going to be a graduation on Friday" -- this was about Wednesday -- "and it's going to be outside at Vermont College. It's going to be one of the Goddard programs that's graduating at this time. They would like to invite you to be part of their graduation." So I said, "Fine, I'll be there." But before I went I hadn't heard anything more, so I called up to find out, and I said, "Now, what's my role in this? Do I hand out the diplomas? Do I make a speech, do I congratulate them from the platform? What do I do?" They said, "Oh, no, they just want you to sit there and be present. They do all this themselves." OK. I can live with that, and we'll see what happens. The first student to graduate came up, gave a little speech, each one of them, and then took their diploma and put it from their left hand to their right hand, and went back to their chair. The institution wasn't involved. This happened seven or eight times before I really said this is something we've got to look at. Then they decided, or they didn't then decide, the next thing was to have a musical rendition. They had a fellow with a fife and a piano player, and they pushed the piano out toward the group, and the front leg broke off pushing it through the grass. They somehow got it jacked up and started, and the flute player -- well, it was awful, just awful. The next day I said to my vice president, Jim Galloway, major general, retired, I told Jim what had happened, and he said, "You know, you weren't the first. I was the first. The same sort of thing went on, but it was crazier when I was up there." I said, "Tell me." He said, "The flute player was in a tree." (laughter) So we spent some time trying to bring it into the focus. Quite frankly they had some fine professors. They just didn't have a system involved. JC: I've always heard Goddard is a little strange. RT: Well, put it this way. One time Carol and I invited the president of -- oh, in Burlington. JC: UVM? RT: N