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Keeping In Touch: Eastern Airlines Retirees Association, number 94 (June 1996). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 89 (December 1995-January 1996). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 96 (July-August 1996). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 98 (October 1996). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 92 (April 1996). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 91 (March 1996). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 81 (March 1995). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 87 (October 1995). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 85 (July-August 1995). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 88 (November 1995). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Bibliography: leaves 74-78. ; With the ending of the apartheid regime and the transition to power of a government of national unity, South Africa is now a legitimate member of the international community. It has joined the Organisation of African Unity, the British Commonwealth, and the Southern African Development Community, and it is busily fostering trade links with Europe, North America, the Far East, and Latin America. Its diplomats have worked to mediate conflicts in Angola and Mozambique, and its president is widely seen as an international statesman and a moral leader of almost unprecedented repute. Yet the new· government continues to operate within South Africa's traditional international paradigm and has not yet developed a unique global role that reflects the country's internal "negotiated revolution". As a result, substantial challenges face efforts to forge a new south African approach to the world. From outside the country, forces unleashed by the fall of communism and the rise of a truly global marketplace mark a volatile and uncertain transition in world history. From the inside, political transition has sparked a redefinition of what it means to be South African, but this has not been reflected in new policies. The Foreign Ministry is widely recognised as a bastion of old-guard stalwarts; the ANC and NP have done little to reconcile their past international experiences; and. the information flow on international political and economic trends has barely improved since April 1994, leaving interest groups and private citizens in the new democracy generally uninformed and therefore unable to help pressure policy. The result is a foreign policy over the past year that has had little vision and few cohesive threads, and has left a score of unresolved issues. The 'new' South Africa's relations with Cuba and China, its policies on illegal immigration, and regional development plans are all issues that require visionary, decisive leadership but for which none has yet been provided. What energy or vision, for example, has South Africa brought to the Southern African Development Community (SADC) since it joined last August? In the global peacekeeping debate, and again with Cuba and China, South Africa has made little effort to recognise more pro-active roles for which it is well equipped. Why is it not asserting itself? Who actually is in charge of its foreign policy? Few thus would deny that a paralysis has settled in on South African foreign policy. A recent analysis in the Weekly Mail lamented, "We are not consistent. We have not formulated clear principles. The formulators of our foreign policy do not consult with the people. The new appointments to our foreign ministry complain of being sidelined. There is no clear break with the past". At the core of this inaction is the fact that policy makers have failed to reconceptualise the way international issues are seen and policy is made. The world has changed and South Africa has changed, both dramatically; yet Cold War debates still divide the policy framework, old style security thinking still dominates higher ranks, and most importantly, the growing inter linkages between domestic and foreign policies in a post-Cold War world have gone largely unheeded. It is thus appropriate to sound a note of urgency: change and uncertainty in the world and dramatic transformation at home combine to make this an inopportune, even dangerous, time to have a directionless foreign policy. The broad purpose· of this paper is to identify the salient external and internal factors that will drive a new South African approach to the world. The first chapter presents a synthesis of dominant global trends, and sets them against the backdrop of major structural changes in international relations. The second chapter discusses change in South Africa in relation to world changes, new state objectives and shifting interest groups, and considers these implications for three major foreign policy areas. The third chapter looks at the policy framework and the ability of policy makers to conceptualise these dual changes and to formulate effective policies. The final chapter offers a 'road map' of policy options towards a true postapartheid, post-Cold War foreign policy.

Keeping In Touch: Eastern Airlines Retirees Association, number 86 (September 1995). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Keeping In Touch: Eastern Airlines Retirees Association, number 82 (April 1995). ; The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished.

Накал национальных страстей в России пока меньше, чем в других республиках бывшего СССР, но тревожные симптомы уже проявились в Татарии и на Северном Кавказе. Татария возглавила сепаратизм бывших российских автономий. Каковы истоки татарского сепаратизма, можно ли рассчитывать на существование этой республики в составе России? Эти вопросы анализируются в статье. ; The author of the article presents statistical data and empirical evidences for the analysis of the origins of ethnic conflict in Tataria.Thcre used original methodology for composing an integral index of socio-cconomical development. The author pays attention to the character and to the extent of influence of most powerful political forces due to the producing change in Tataria in particular and in Russia in general.He underlines that the Government of Tataria maintains a strong orientation towards separation under the pressure of talarian nationalist mowements — TOZ, ITT, Islamic Democratic Party of Tatarstan, Congress of Citizenship of Independent Tatarstan with their separatism and religious orientation mobilizing people by means of nationalist slogans. The author refers to analysis of the character of political and social activity of most mighty political institutions (like President, Supreme Council of Tataria, national parties and movements, Millie Medglis, and Russian democratic movements. Really for some of the republics notably the three Baltian states and the Ukraine seized on the crisis to press their demands for total independence and it seems inevitable that they spitted off much quicker than it was recently supposed, and just now they started to develop their own sense of independence. There is the different sort of situation in Tataria. The author is principally certain in impossibility for Tataria to split off from Russia for following reasons: geopolitical location of the republic inside Russia; lack of external boundaries, ethnic scope of the population with prevailing of non-Tatars; strong diasporization of Tatars among the population of other nations. But the feeling of permanent danger and encirclement appeared among Tatars. Nationalist consolidation and facts of hysteria were only a step away. Conflict can erupt and there arc inner and external casualitics. The author of the article suggests criteria for estimation of the socio-economical development level of Tatarstan and the criteria for studying of rising national self-consciousness. There also suggested a typology of cultural integration of nations into Russian society and examined a problem of economical status of Tatars on the labour market. As a rule the scales have been constructed on the basis of a definition 'socio-cconomical status' — a concept which itself lacks of clarity and direct empirical reference. Recent analysis of data has shown according the criteria chosen by the author very high level of socio-cconomical development for the republic,which naturally tends to separatist national-economical orientation. Very often ethnic differences tend to be reflected in occupational stratification.Abovc all 'Basque' type of cultural integration consolidates and strengthens autonomist and separatist intentions, stimulates vertical social mobility relevant to the 'cultural distribution of labour' maintaining clear cultural-religious distance between the republic's and Russian population. There in the article has been considered a conflict in Tataria as a ' conflict of rising points' without pathological tendency when the establishing of consensus is possible. The point of great importance is to prevent an influence of Tatar nationalist movements upon the Government,Supreme Council and President of Tataria and to construct a new body of nation-state Russian structure based on hew Constitution legalizing the organization and rights of the autonomies. Beyond all the problems there lie 3 fundamental issues concerning future shape of Tataria: 1. Who will be a real national leader? It must be a liquidation of double-powers in the republic. 2. What kind of central government will continue to exist after the republics gain new amount of power and some of them break away? 3. How to open up the economy to market forces?

On cover: 25th oil shale symposium proceedings. ; Includes illustrations, charts, graphs, maps, tables. ; From the Foreword: The 25th Annual Oil Shale Symposium sponsored by the Colorado School of Mines and the U.S. Department of Energy signifies the end of 28 years of shale oil research designed to produce a viable commercial shale oil industry during the 20th Century in the United States. The closing by Unocal in 1991 of its processing plant to produce shale oil at Parachute, Colorado, ended this phase of development of the commercial shale oil program. Although there are other players still active in oil shale, none are concerned primarily with producing liquid fuels from oil shale. This era started in 1964 when The Colorado School of Mines Research Institute opened the U.S. government's shale oil facility and acted as manager for a research program sponsored by industry and government. This program was active until the late 1960's but became dormant because conventional crude oil was both plentiful and inexpensive. The decline in research and development meant that there were not sufficient papers written during this period to justify having symposia and, as a result, there was a three year suspension of the program. Research and development became active again in the 1970's after the OPEC boycott which dramatized the vulnerability of the United States to imported crude oil. The resumption of symposia and the broader interest in having a domestic supply of liquid fuel independent of foreign influence saw attendance increase from the former high of 250 to as many as 460 attendees. Commercialization appeared to be imminent but political and environmental requirements increased the stakes in converting shale to oil and once again the adage prevailed that, regardless of how high the price of crude oil, the cost of producing shale oil is greater. As a result, the momentum of development began to slow in the early 1980's and came to a stop at the end of the decade. It has been my privilege to have been originator and director of the Colorado School of Mines Annual Oil Shale Symposia from 1964 to 1992. It has also been a pleasure because of the support of so many people and organizations. Certainly among the first as well as the most enthusiastic were Dr. Orlo Childs, President, Colorado School of Mines, and Edwin H. Crabtree, Director, Colorado School of Mines Research Institute whose help was instrumental in getting this series started. Later, support by the American Institute of Mining and Metallurgical Engineers, the U.S. Bureau of Mines, the Western Research Institute, and the U.S. Department of Energy was very helpful in continuing the symposia at a high quality level, drawing participants from all over the world. It is impossible to adequately acknowledge and thank all who contributed to, and participated in, these meetings. The success of the symposia belongs to many individuals, companies, state and federal research and development laboratories and I extend my appreciation to each. Contributors of longest duration include Richard Poulson, Laramie Energy Technology Center and Western Research Institute, and John Dyni, U.S. Geological Survey, who helped significantly over the years by soliciting papers in their areas of expertise and by chairing sessions. As I retire from the Colorado School of Mines, I am also retiring as Director of the Annual Colorado School of Mines Oil Shale Symposia. It is my hope this program will continue under new leadership to support and encourage research and development to produce oil from shale economically in an environmentally acceptably manner. In my opinion, this is essential for the future strength and security of the United States. In the future, our energy, from necessity, will come from many sources (solar, so-called alternate fuels, etc.) rather than the few of the past (oil, gas, coal, and nuclear). Because of location, availability, and environmentally safe transportation of the fuels to the market, a variety of sources for transportation fuels will be needed and oil from oil shale should have its place in that supply. James H. Gary Director.