Can we, today, address the citizens' healthcare without talking about his territory ? This seems unbelievable, and the French government has already understood this and to answer to this question has designed and launched the "ARS", which stand for "Healthcare Regional Agency", in order to define and manage healthcare strategy at its own territory level (region). But, before arriving to this conclusion, the healthcare system had to reform itself along four centuries moving from healthcare concept to healthcare system concept. This has been conducted through several reforms from decision makers that had to use quantifiable elements to perform so. Therefore, some specific indicators, called "health deterministic indicators", have been put in place. Then, the sum of all these along the years bring the French government to launch the ARS which are defined within the law called "HPST" standing for Hospital Patient Healthcare and Territory). Now, if we are looking closer to the ARS mission, it clearly appears that they are closely linked to the notion of "sustainable performance" for which it is important to define underneath concepts as "Performance", "sustainable performance" and of course "healthcare sustainable performance". Then, to applied those healthcare sustainable performance principles, the ARS would have to learn how this performance could be increased or decreased based on some specific mechanisms. Therefore, the notions of "risk" and "vulnerability" became key components of such an approach. However, looking forward it appears that the vulnerability has a close link to risk and that the risk is essentially linked to a mismatch between the "offering" and the "demand" or the "needs" of the citizens. Then, by integrating all those aspects, the ARS would became a healthcare sustainable performance for a territory vector, thanks to new governances, a better risk management politic and the usage of performance measures as healthcare expenses for a territory, regulation tool. Based on this it is easy to understand that the ARS will be at the heart of the reform and will have to drive the regional health system. But, and it is true for all sectors (private and public), the management of such a system cannot be done without an accurate information system. Then, the next question is "what is an information system for a health system?" but also, "how to feed this information system in order to let it provide relevant information?" Therefore, to understand this, it is necessary to understand the definition of all existing information system types and their role in the healthcare environment and how the citizen and the patient will take benefits of that. Based on this theory, it is now interesting to better understand the status of the current health information system and why he has failed in his pupil service missions, and that in order to better understand how, through a new ARS governance, it will be possible to have health information system able to reach the sustainable performance goals. The failure notification and the willingness to get the French healthcare system out of this trap is real. However, it is important to notice that to succeed in the mission regarding the information system, it will be necessary to adopt an accurate methodology. But, it is also important to understand that after investigation, no such methodology has been found and it appears necessary to build one in order to satisfy the needs of health professionals, citizens, patients. The final goal being to allows the French health system to reach the health sustainable performance goals by the understanding and the resolution of business pains coming from the citizen requests known and understood at the right time and the right location. It is easy to understand that cannot be done without a better understanding of the human, geographical, politic, social and health environment that could be better handled through new technologies. Therefore, it will be possible to put in place certain of these technologies that will enable this approach by allowing a global access to data or simplifying application integration into complex business processes or providing analysis and permanent traceability tools allowing to take "preventive" decisions (real time) or "corrective" decisions (after past facts analysis) . Everything, of course, being at maximum secured and with maximum integrity guarantee. This thought has bring to the definition of MAEVA methodology which seat in the middle of a particular context composed by actors (health professionals, citizens, politicians, patients, etc.), stimulus (known or unknown meaning handled or not), the health system itself (on which the methodology is applied) and results (benefits for the health system increasing the sustainable performance of the health system). To do so, I has been necessary to build the method in two "layers". The first layer is made of components called "fundamentals" which permit to define the project foundations that has to be implemented by following MAEVA rules. These fundamentals, counted as four (plus one) allow the definition of a global consensus for the project and for the associated community of practice in order to successfully deliver the related project. The "fifth" fundamental allows the rationale to pursue on a new version or to stop the project in its current stage if the necessary condition to continue it are not met. Once these basis have been setup, the method offer the capability to define five actions which will allow to manage the project from the beginning until the final delivery. These actions are: "Integration", allowing the integration of the data sources needed to the project implementation; "Detection", allowing the definition of "actuators" components bringing to a risky situation ; "Anticipation", allowing the definition of self defense mechanisms against the previously mentioned "actuators"; "Action", allowing the realization of the project mission; and at the end, "Evaluation", offering factual elements to analyze project outcomes and provide therefore facts to the fundamental "Decide". All these components are linked within the methodology through two "tools": Iteration, allowing to complete a phases with results coming from an upfront phase; and the Active Memory Zone (ZAM) which is used to be the project memory in order to store traceability data, but also "keep in mind" all taken decisions. This methodology, as defined, hasn't been designed theoretically in few months, but has been the result of real life projects analyze done during the past five years in the area of health system performance. It is also good to know that the MAEVA approach based on consensus will be a great help for the ARS, as they will have, since the beginning, work with people, processes and information coming from diverse horizons that were, until now, more in competition rather than in collaboration mood. But all of this is just about the first version of the methodology and already, due to read publications, it appears that some research works, like "Design Thinking" should be integrated partially or totally in a future "release" of MAEVA. ; Est-il possible, de nos jours, de parler de santé des citoyens sans faire référence au territoire qu'ils occupent ? Ceci est fort peu probable, et le gouvernement français en a pris conscience et pour cela a créé et mis en place les " Agences Régionales de Santé " (ARS) permettant de définir et gérer la stratégie de la santé sur son territoire régional. Mais avant d'en arriver là, le système de santé a dû se réformer, pendant près de quatre siècles, afin d'évoluer du concept de santé au concept de système de santé. De plus, pour mener à bien ces réformes, il a fallut que les différents organismes décideurs puissent s'appuyer sur des éléments concrets, et, de fait, des indicateurs particuliers, appelés " déterminants de santé " ont été mis en place. Ainsi, tout ceci a amené le gouvernement français à créer les ARS organisés autour d'un territoire de santé et dont le cadre légal est défini à travers la loi HPST (Hôpital Patient Santé Territoire). Dès lors, en s'intéressant de plus près à la mission des ARS, il apparait qu'elle est clairement liée à la notion de performance durable, d'où l'importance de définir les concepts sous jacents à savoir : " Performance ", " Performance durable " et bien sur " Performance durable en santé ". Ainsi, pour pouvoir appliquer des principes de performance durable en santé, les ARS vont devoir s'appliquer à comprendre les mécanismes favorisant ou pénalisant une telle performance. Dès lors, les notions de " risque " et de " vulnérabilité " sont devenus des éléments clés d'une telle approche. De fait, en regardant, une fois de plus, d'un peu plus près, il apparait que la vulnérabilité est liée au risque, et que le risque est essentiellement lié à une inadéquation, ou déséquilibre, entre " l'offre " la " demande " et les " besoins " du citoyen. De fait, en intégrant ces éléments, les ARS vont devenir un véritable vecteur de performance durable en santé au niveau d'un territoire, grâce à un nouveau pilotage, à une meilleure gestion des risques et l'utilisation de la mesure de performance comme d'un outil de régulation des dépenses de santé sur le dit territoire. De part ces propos, on comprend bien que les ARS vont être au cœur de la réforme et du pilotage du système de santé en région. Or, et cela est vrai dans tous les secteurs (aussi bien privés que publics), la gestion d'un tel système ne peux s'effectuer sans un système d'information adapté. Ainsi va se poser la question de ce qu'est un système d'information pour un système de santé, mais aussi comment faire en sorte que ce système d'information consomme et produise des informations de qualité. De fait, et pour mieux comprendre tout cela, il est nécessaire d'appréhender la définition de tous les types de systèmes d'information existants, mais aussi leurs rôles dans le domaine de la santé et comment cela va bénéficier au citoyen et patient. Fort de cette approche théorique, il est maintenant intéressant de s'attarder sur l'état du système d'information en santé, et de comprendre pourquoi, en l'état actuel, il a échoué dans sa mission de service public, et ce afin de mieux comprendre comment à travers la nouvelle gouvernance des ARS, il sera possible d'avoir un système d'information en santé permettant d'atteindre des objectifs de performance durable. Le constat d'échec, ainsi que la volonté de sortir le système de santé français de l'ornière dans laquelle elle s'est enfoncée est réel. Cependant, force est de constater que pour mener à bien cette mission, et notamment en regard des systèmes d'information, il sera nécessaire d'utiliser une méthodologie adaptée. Or, après investigation, il apparait qu'une telle méthode ou approche n'existe pas, d'où la nécessité d'en définir une nouvelle, afin de satisfaire les besoins des professionnels de la santé, des citoyens et patients, et ce pour permettre au système de santé français d'atteindre des objectifs de performance durable en santé par la compréhension et la résolution de problèmes métiers issue de la demande, connue et comprise en temps et en lieu, des citoyens. Il est clair que ceci ne peut se réaliser que par une meilleure compréhension de l'environnement humain, géographique, politique, social et médical qui peut mieux être appréhendé au travers des nouvelles technologies. Ainsi, il sera possible de mettre en œuvre un certain nombre de ces technologies facilitant cette approche, soit en garantissant un accès global aux données, soit en simplifiant l'intégration d'applicatifs au sein d'un processus métier complexe, soit en fournissant des outils d'analyse et d'audit permettant des prises de décision " préventives " (temps réel) ou " correctives " (après analyse des faits passés). Le tout, évidemment, en garantissant un niveau de sécurité et d'intégrité maximum. Ainsi, cette réflexion a amené à la définition de la méthode MAEVA qui se situe au milieu d'un contexte bien particulier, composé d'acteurs (professionnels, citoyens, politiques, patients, etc.), de perturbants (connus ou inconnus, donc maitrisés ou non), du système de santé en soit (sur lequel la méthode s'applique) et des résultantes (résultat de la méthode appliquée sur l'accroissement de la performance du système de santé). Pour se faire, il a été nécessaire de bâtir la méthode en deux " couches ". La première couche, composée d'éléments appelés " fondamentaux ", permet de définir les fondations du projet à implémenter selon MAEVA. Ces fondamentaux, au nombre de quatre (plus un), permettent de définir un consensus global, pour le projet et pour la communauté de pratique associée afin de mener à bien ce projet. Le " cinquième " fondamental permettant lui de définir les éléments de poursuite vers une nouvelle version ou d'arrêt du projet si les conditions nécessaires ne sont pas atteintes pour reconduire une nouvelle version du projet. Une fois ces fondements posés, la méthode offre la possibilité de définir cinq actions qui vont permettre de gérer le projet du début à la fin. Il s'agit de : " l'Intégration ", qui permet d'intégrer les sources de données nécessaires à la réalisation du projet ; la " Détection ", qui permet de définir les éléments " déclencheurs " amenant à des situations à risque ; " l'Anticipation ", qui permet de définir des mécanismes d'auto défense vis-à-vis des " déclencheurs " ; " l'Action ", qui permet de réaliser la mission pour laquelle le projet a été défini, et enfin " l'Evaluation " qui va offrir les éléments pour analyser le projet et de fait fournir des éléments factuels au fondamental " Décider ". Tout ces éléments, étant relié au sein de la méthode à travers deux " outils " : l'itération, qui permet de compléter une phase amont avec des éléments issus d'une phase aval ; et la Zone Active de Mémorisation (ZAM) qui sert de mémoire au projet et permet non seulement d'entreposer des données de traçabilité, mais aussi de garder la mémoire des décisions prises. Cette méthode ainsi définie n'a pas été établie de façon théorique en quelques mois, mais a été issu de l'analyse d'expériences vécues au fil de cinq ans de labeur dans le domaine de la performance du système de santé. Il est à noter que l'approche consensuelle proposée par MAEVA sera d'une grande utilité pour les ARS qui vont devoir, dès le début de leur existence, travailler avec du personnel, des processus et des informations issus de divers horizons jusqu'à présent plutôt compétitifs que collaboratifs. Mais tout ceci ne constitue que la première version de la méthode, et déjà, compte tenu des publications lues ces derniers temps, il est apparut que certains travaux de recherche tels que le " Design Thinking " devraient pouvoir être intégrés partiellement ou totalement dans une prochaine " release " de MAEVA.
ABSTRAKPenelitian ini bertujuan untuk mengetahui hubungan kausalitas antara Investasi PMDN, Investasi PMA dan Pertumbuhan Ekonomi di Enam Koridor ekonomi di indonesia. Data yang digunakan adalah data time series selama 8 tahun, untuk memenuhi syarat pengujian, data diinterpolasi menjadi kuartal sehingga data menjadi 32 periode. Ada tiga variabel yang digunakan dalam penelitian ini, yaitu: Investasi PMDN, Investasi PMA dan Pertumbuhan Ekonomi di Enam Koridor Ekonomi indonesia. Untuk menguji ada atau tidak hubungan kausalitas antara tiga variabel maka digunakan uji kausalitas Granger. Hasil pengujian granger menunjukan bahwa terdapat empat koridor yang memiliki hubungan satu arah antara investasi PMDN dengan pertumbuhan ekonomi dan satu koridor yang memiliki hubungan satu arah antara pertumbuhan ekonomi dan investasi PMDN serta satu koridor lainnya tidak memiliki hubungan baik satu arah maupun dua arah. Selain itu Hubungan satu arah juga terjadi pada tiga koridor antara investasi PMA dengan pertumbuhan ekonomi dan satu koridor lain memiliki hubungan satu arah antara pertumbuhan ekonomi dengan investasi PMA. Selain itu ada satu koridor yang tidak memiliki hubungan baik satu arah maupun dua arah antara investasi PMA dan pertumbuhan ekonomi, serta hanya satu koridor yang mempunyai hubungan kausalitas antara pertumbuhan ekonomi dan investasi PMA.Kata Kunci : Investasi PMDN, Investasi PMA, Pertumbuhan Ekonomi, Hubungan KausalitasDAFTAR PUSTAKAAgustini, Y & Kurniasih E. P. (2017). Pengaruh Investasi PMDN, PMA, dan Penyerapan Tenaga Kerja Terhadap Pertumbuhan Ekonomi dan Jumlah Penduduk Miskin Kabupaten/Kota di Provinsi Kalimantan Barat. Jurnal Ekonomi Bisnis dan Kewirausahaan. Vol. 6 , No. 2, 97-119.Arsyad, A. (2010). Media pembelajaran. Jakarta : PT. Raja Grafindo Persada.Amalia, F. (2013). Hubungan kausalitas investasi degan pertumbuhan ekonomi Indonesia. 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In den letzten Jahren hat die interdependente Mobilität von Menschen, Objekten und Informationen zunehmende Beachtung in wissenschaftlichen und populären Diskursen gefunden. Damit gehen vermehrt auch Fragen nach Machstrukturen, Auswirkungen und Barrieren dieser Phänomene einher. Als Disziplinen, die sich mit medialen Praktiken, deren Akteur*innen, historisch gewachsenen Machtungleichgewichten und deren Folgen befassen, können Postkoloniale Studien und Medienwissenschaften einen wichtigen Beitrag liefern, um über derartige Entwicklungen nachzudenken. In diesem Kontext verspricht der von Kai Merten und Lucia Krämer herausgegebene Sammelband Postcolonial Studies Meets Media Studies. A Critical Encounter eine bereichernde Begegnung dieser zwei Disziplinen. Erschienen in der Reihe "Postcolonial Studies", die Werke über (post)koloniale Kontexte sowie mit postkolonialen theoretischen Perspektiven auf diverse Forschungsgegenstände bzw. andere Disziplinen vereint, fügt sich der vorliegende Sammelband als Gesamtprojekt vor allem in letztere Kategorie ein. Die Zusammensetzung der Autor*innen zeigt ein leichtes Übergewicht an Beitragenden aus den Medienwissenschaften, wenngleich viele von ihnen postkoloniale Interessen in ihre Biographie integriert haben. Auf inhaltlicher Ebene wird zudem ersichtlich, dass die Beitragenden durchaus eine Auseinandersetzung mit postkolonialen Theorien und Konzepten praktizieren. In ihrer Einleitung argumentieren Merten und Krämer, dass es eines vertieften Austauschs zwischen Postkolonialen Studien und Medienwissenschaften bedürfe. Aus Sicht der Medienwissenschaften sehen sie den möglichen Beitrag Postkolonialer Studien in einer transdisziplinären und kontext-sensitiven Perspektive auf Machtstrukturen in der globalen Medienlandschaft. Gerade diese Perspektive macht auch ein zentrales, verbindendes Element der Beiträge aus. Das Ziel der Herausgeber*innen ist somit, Autor*innen aus beiden Disziplinen zusammenzubringen, um eine gegenseitige Anwendung der jeweiligen Perspektiven zu fördern – ein Ausblick, der große Lust macht, tiefer in die einzelnen Kapitel einzusteigen. In dem ersten Teil "Global Media" setzen sich die Beitragenden mit globalisierungstheoretischen Annahmen auseinander. Terry Flew und Bonnie Rui Liu zeigen mit ihrer kritischen Perspektive, dass ICT4D[1]-Projekte Ideen zu Medienkonvergenz mit modernisierungstheoretischen Paradigmen verbinden, indem sie den westlichen Umgang mit digitalen Medien als zu erreichende Norm darstellen und postkoloniale materielle Abhängigkeiten in der Medienindustrie verschärfen. Kai Hafez erklärt in seinem Beitrag anhand der Systemtheorie die Globalisierung von Massenkommunikation. Mit großer Aufmerksamkeit für diverse Einflussfaktoren und Widersprüche – aber leider mit wenig Berücksichtigung postkolonialer Fragestellungen – verweist er auf die Kontext-Abhängigkeit von internationaler Konnektivität und gesellschaftlichem Wandel durch Mediennutzung sowie auf Interdependenzen zwischen Mediensystemen und wirtschaftlichen, politischen und sozialen Systemen. Brian Creech und Anandam Kavoori zeichnen die wandelnde Stellung der Person Wael Ghonim als Informant über den Arabischen Frühling nach. Durch eine postkoloniale Perspektive auf transkulturelle Subjektivität betonen sie dabei Möglichkeiten für hybridisierte Identitäten als Alternative zu einem territorialen Verständnis von Kultur in transkulturellen Medienwissenschaften. Uriya Shavit verdeutlicht mit den Figuren der "Lonely Sojourners" und der "Passive Transnationals" (S. 85), dass die Globalisierung der Massenmedienlandschaft nicht automatisch zu mehr Kohäsion diasporischer Gruppen oder mehr Engagement im sogenannten Herkunftsland führt, sondern zu diverseren Beziehungsmustern zwischen Individuen und den jeweiligen Gesellschaften. Der Teil zu "Media Politics" eröffnet verschiedene Perspektiven auf politische Institutionen, deren Verbindung mit (post-)kolonialen Gesellschaftsstrukturen, oder deren Interaktion mit wirtschaftlichen Akteur*innen. Barbara Thomass beschreibt, wie postkoloniale Machtstrukturen zentrale Dimensionen der nationalen und internationalen Medienpolitik durchziehen. Diese reichen von der Bewertung und Regulierung von Mediensystemen, über die Berücksichtigung kultureller Diversität durch medienpolitische Akteur*innen bis hin zu der Integration von Belangen benachteiligter Gruppen in konkreten Medienpolitiken. Rinella Cere nutzt das Verständnis von Hegemonie nach Antonio Gramsci als verbindendes Element von Medienwissenschaften und Postkolonialen Studien. Sie zeigt, wie (gegen-)hegemoniale Repräsentationen und soziale Strukturen durch postkoloniale Konzepte (z.B. Subalternität) erklärt werden können. Sie verdeutlicht dies an deren Darstellung in Filmen von Claire Denis sowie in der stereotypisierenden Repräsentation von Akteur*innen des Globalen Südens in westlichen Medien. Monika Metha verbindet eine postkoloniale und Foucault'sche Perspektive auf Macht, um die gegenseitige Konstituierung von Globalisierung und Nationalstaat zu verdeutlichen. Sie erläutert einen vielschichtigen Analyserahmen, den sie für die Erforschung von Zensur in postkolonialen Kontexten entwickelt hat und erklärt am Beispiel des Films My Name is Khan (2010), wie dessen Inhalt, Produktions- und Rezeptionskontexte zusammenhängen. Der dritte Teil "Media Industries" bringt postkoloniale Medienproduktion in Verbindung mit weitreichenderen ökonomischen Prozessen. Lars Eckstein zeigt, wie eine postkoloniale Perspektive auf Piraterie Eurozentrismen in aktuellen Debatten entlarven und gleichzeitig eine differenzierte Analyse von "cultures of copy" (S. 174) in postkolonialen Kontexten bieten kann. Anhand der Reproduktion von Kassetten in Indien und Nord-Nigeria erläutert er, wie diese Perspektive auch universalistische Verständnisse von (geistigem) Eigentum und dem Selbst als westlich positioniert entlarvt. Carla J. Maier wendet sich in ihrem Beitrag zu Sound Cultures gegen das Primat des Visuellen in westlichen Kulturen und zeigt am Beispiel von Bhangra-Musik und Piratensendern, wie Klang soziale und kulturelle Funktionen übernimmt und eine postkoloniale Perspektive essentialisierende und rassialisierende Kulturverständnisse unterminieren kann. Oliver Lindner verweist auf die neokolonialen Mechanismen Exotisierung, imperiale Nostalgie und inszenierte Marginalität in den Inhalten und Vermarktungsstrategien postkolonialer Kulturprodukte wie Taiye Selasis Roman Ghana Must Go (2013) oder dem Film Slumdog Millionaire (2009). Ana Christina Mendes nutzt die New Sociology of Literature, um kommerzielle Dynamiken in englischsprachiger Erzählliteratur südasiatischer Autor*innen zu untersuchen. Hierfür verwebt sie plausibel internationale wirtschaftspolitische Entwicklungen mit dem Inhalt der Werke und deren Erfolg durch kontextbedingte Erwartungshaltungen westlich verorteter Leser*innen. Sven Werkmeister zeichnet schließlich im letzten Teil "Media History" die gegenseitige Bedingung von Imperialismus/Kolonialismus und der Stellung der Schriftsprache sowie das Auftreten von Gegenmomenten in dieser Entwicklung nach. Als Beispiele führt er die Erzählungen von ersten Begegnungen zwischen westlichen und nicht-westlichen Mächten an sowie die Versuche Carl Einsteins und Vertreter*innen des Dadaismus, nicht-westliche Kommunikationsformen in alphabetische Schrift zu konvertieren. Schließlich leitet er hieraus Implikationen für eine Postkoloniale Literaturwissenschaft und Mediengeschichte ab. Mit diesen vier Teilen zu Globalisierung, Politik, Industrie und Geschichte deckt der Sammelband wichtige Bereiche der internationalen Medienlandschaft ab. Noch bedeutender aber ist das breite Spektrum, das die einzelnen Beiträge auffächern, von einer Bewertung der Schriftsprache als solche, über Praktiken wie dem Medienkonsum von diasporischen Akteur*innen oder der Vermarktung postkolonialer Medienprodukte bis hin zur Analyse diverser Medienformate wie Film, Literatur und Musik. Dabei verbinden die Autor*innen – teils innerhalb ihrer Beiträge, teils durch ihre jeweilige Perspektive auf ähnliche Phänomene – Problematiken von Repräsentation und Materialität in postkolonialen und neokolonialen Kontexten. So tragen sie zu einer Perspektive bei, die Komplexität und Kontingenz mitdenkt und sich gegen einen Determinismus sowohl in medialen Praktiken als auch in internationalen und interkulturellen Beziehungen wendet. Dies wird noch verstärkt durch eine ausführliche sozio-ökonomische und historische Kontextualisierung medialer Praktiken, die viele Autor*innen in ihre Beiträge einfließen lassen. In diesem Sinne leistet der Sammelband zum einen einen Beitrag zu Postkolonialen Studien, die postkoloniale und neokoloniale Mechanismen in Repräsentation und Materialität durch eine medienwissenschaftliche Perspektive auf Konzepte wie Kommerzialisierung besser sichtbar machen können. Zum anderen ermöglichen die hier vorgestellten postkolonialen Perspektiven es Medienwissenschaftler*innen, ihre Gegenstände und theoretischen Annahmen aufbauend auf intensivem Kontextverständnis in Fragen von Ungleichheit einzubetten. Was den angekündigten Austausch zwischen Postkolonialen Studien und Medienwissenschaften angeht, so findet dieser also durchaus innerhalb der Beiträge statt. Allerdings hätte der Sammelband von mehr Interaktion zwischen ihnen profitiert. Auch wenn dies einen beträchtlichen Mehraufwand bedeutet, hätten mehr Bezüge und Dialog zwischen den Autor*innen dem Werk noch eine besondere Note gegeben. Zudem sind zentrale Begriffe wie 'postkolonial' oder 'Medien' in manchen Beiträgen ausführlich definiert, in anderen dagegen eher als gesetzt verwendet. In diesem Sinne wäre auch ein Index interessant, um beispielsweise Konzepte wie Orientalismus oder Eurozentrismus in ihrer jeweiligen Anwendung bei den verschiedenen Autor*innen nachschlagen zu können. Im Hinblick auf den Untertitel A Critical Encounter bleibt vor allem nach Lektüre der Einleitung die Frage offen, worin konkret der kritische Aspekt des Aufeinandertreffens von Postkolonialen Studien und Medienwissenschaften besteht. Gerade in dem kritischen Element liegt meiner Meinung nach jedoch der besondere Wert dieses Sammelbandes. So beinhaltet er einerseits kritische Hinterfragungen medienwissenschaftlicher Ansätze, Postkolonialer Studien und deren Gegenstände. Andererseits formulieren diverse Autor*innen sozial- und wissenschaftspolitische Ansprüche an Medienpraktiken und deren Erforschung. Zusammenfassend macht Postcolonial Studies Meets Media Studies. A Critical Encounter durch diese kritische Beschäftigung mit multiplen Perspektiven und Gegenständen auf die zahlreichen Interaktionspotentiale von Postkolonialen Studien und Medienwissenschaften aufmerksam und inspiriert dazu, diese Bereiche auch weiterhin in Dialog miteinander zu bringen. [1] Information and Communication Technology for Development
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
In: Decision analysis: a journal of the Institute for Operations Research and the Management Sciences, INFORMS, Band 8, Heft 4, S. 322-327
ISSN: 1545-8504
Ali E. Abbas (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") is an associate professor in the Department of Industrial and Enterprise Systems Engineering at the University of Illinois at Urbana–Champaign. He received an M.S. in electrical engineering (1998), an M.S. in engineering economic systems and operations research (2001), a Ph.D. in management science and engineering (2003), and a Ph.D. (minor) in electrical engineering, all from Stanford University. He worked as a lecturer in the Department of Management Science and Engineering at Stanford and in Schlumberger Oilfield Services, where he held several international positions in wireline logging, operations management, and international training. He has also worked on several consulting projects for mergers and acquisitions in California, and cotaught several executive seminars on decision analysis at Strategic Decisions Group in Menlo Park, California. His research interests include utility theory, decision making with incomplete information and preferences, dynamic programming, and information theory. Dr. Abbas is a senior member of the IEEE and a member of the Institute for Operations Research and the Management Sciences (INFORMS). He is also an associate editor for the Decision Analysis and Operations Research journals of INFORMS. Address: Department of Industrial and Enterprise Systems Engineering, College of Engineering, University of Illinois at Urbana–Champaign, 117 Transportation Building, MC-238, 104 South Mathews Avenue, Urbana, IL 61801; e-mail: aliabbas@illinois.edu . J. Eric Bickel (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") is an assistant professor in both the Graduate Program in Operations Research (Department of Mechanical Engineering) and the Department of Petroleum and Geosystems Engineering at the University of Texas at Austin. In addition, Professor Bickel is a fellow in both the Center for International Energy and Environmental Policy and the Center for Petroleum Asset Risk Management. He holds an M.S. and Ph.D. from the Department of Engineering–Economic Systems at Stanford University and a B.S. in mechanical engineering with a minor in economics from New Mexico State University. His research interests include the theory and practice of decision analysis and its application in the energy and climate-change arenas. His research has addressed the modeling of probabilistic dependence, value of information, scoring rules, calibration, risk preference, education, decision making in sports, and climate engineering as a response to climate change. Prior to returning to academia, Eric was a senior engagement manager for Strategic Decisions Group. He has consulted around the world in a range of industries, including oil and gas, electricity generation/transmission/delivery, energy trading and marketing, commodity and specialty chemicals, life sciences, financial services, and metals and mining. Address: Graduate Program in Operations Research, University of Texas at Austin, 1 University Station, C2200, Austin, TX 78712-0292; e-mail: ebickel@mail.utexas.edu . Vicki M. Bier (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis" and "Target-Hardening Decisions Based on Uncertain Multiattribute Terrorist Utility ") is a full professor in the Department of Industrial and Systems Engineering at the University of Wisconsin–Madison, where she is currently department chair and also directs the Center for Human Performance and Risk Analysis. She is also the president of the Decision Analysis Society. Her research interests include applications of operations research, risk analysis, and decision analysis to problems of homeland security and critical infrastructure protection. Address: Department of Industrial and Systems Engineering, University of Wisconsin–Madison, Mechanical Engineering Building, Room 3270A, 1513 University Avenue, Madison, WI 53706; e-mail: bier@engr.wisc.edu . David V. Budescu (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") is the Anne Anastasi Professor of Psychometrics and Quantitative Psychology at Fordham University. He held positions at the University of Illinois and the University of Haifa, and visiting positions at Carnegie Mellon University, University of Gotheborg, the Kellogg School of Management at Northwestern University, the Hebrew University, and the Israel Institute of Technology (Technion). His research is in the areas of human judgment, individual and group decision making under uncertainty and with incomplete and vague information, and statistics for the behavioral and social sciences. He is on the editorial boards of Applied Psychological Measurement; Decision Analysis; Journal of Behavioral Decision Making; Journal of Mathematical Psychology; Journal of Experimental Psychology: Learning, Memory & Cognition (2000–2003); Multivariate Behavioral Research; Organizational Behavior and Human Decision Processes (1992–2002); and Psychological Methods (1996–2000). He is past president of the Society for Judgment and Decision Making (2000–2001), fellow of the Association for Psychological Science, and an elected member of the Society of Multivariate Experimental Psychologists. Address: Department of Psychology, Fordham University, Bronx, New York, NY 10458; e-mail: budescu@fordham.edu . John C. Butler (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") is a clinical associate professor of finance and the academic director of the Energy Management and Innovation Center in the McCombs School of Business at the University of Texas at Austin, and he is the secretary/treasurer of the INFORMS Decision Analysis Society. Butler received his Ph.D. in management science and information systems from the University of Texas at Austin in 1998. His research interests involve the use of decision science models to support decision making, with a particular emphasis on decision and risk analysis models with multiple performance criteria. Butler has consulted with a number of organizations regarding the application of decision analysis tools to a variety of practical problems. Most of his consulting projects involve use of Visual Basic for Applications and Excel to implement complex decision science models in a user friendly format. Address: Energy Management and Innovation Center, McCombs School of Business, University of Texas at Austin, Austin, TX 78712-1178; e-mail: john.butler2@mccombs.utexas.edu . Stephen P. Chambal (" A Practical Procedure for Customizable One-Way Sensitivity Analysis in Additive Value Models ") earned a Ph.D. from Arizona State University in industrial engineering and is vice president for the Perduco Group responsible for strategic business development for federal services. The Perduco Group provides high-end operations research and business intelligence support to the Department of Defense. Dr. Chambal recently retired from the U.S. Air Force after more than 24 years of honorable service. Most recently, he served as the director of Operational Analysis for the Air Force Institute of Technology. Dr. Chambal enlisted in the Air Force in 1986 and obtained his commission from the Air Force Academy in 1993. He held various assignments within the scientific analysis career field, including test, space, and special programs and has authored or coauthored numerous articles, white papers, and conference presentations. Address: 256 Earlsgate Road, Dayton, OH 45440; e-mail: stephen.chambal@theperducogroup.com . Philippe Delquié (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") is an associate professor of decision sciences at the George Washington University and holds a Ph.D. from the Massachusetts Institute of Technology. Professor Delquié's teaching and research are in decision, risk, and multicriteria analysis. His work addresses behavioral and normative issues in preference assessment, value of information, nonexpected utility models of choice under risk, and risk measures. Prior to joining the George Washington University, Delquié held academic appointments at INSEAD, École Normale Supérieure, France, and the University of Texas at Austin, and visiting appointments at Duke University's Fuqua School of Business. Address: Department of Decision Sciences, The George Washington University, Funger Hall, Suite 415, Washington, DC 20052; e-mail: delquie@gwu.edu . Alex J. Gutman (" A Practical Procedure for Customizable One-Way Sensitivity Analysis in Additive Value Models ") is a research associate for the Air Force Institute of Technology's (AFIT) Center for Operational Analysis. He holds an M.S. and B.S. in mathematics from Wright State University and is currently a Ph.D. student at AFIT. His research interests include decision analysis, algorithm design, and design of experiments. He is a member of the Institute for Operations Research and the Management Sciences (INFORMS), the Military Operations Research Society (MORS), and the International Test and Evaluation Association (ITEA). Address: Department of Operational Sciences, Air Force Institute of Technology, Dayton, OH 45433; e-mail: agutman@afit.edu . David J. Johnstone (" Tailored Scoring Rules for Probabilities ") is the National Australia Bank Professor of Finance at the University of Sydney. He holds a Ph.D. from the University of Sydney. His research is primarily in the statistical foundations of financial markets and financial decisions. His professional activities involve more conventional subjects in finance, particularly business valuation and capital budgeting. Address: Discipline of Finance H69, University of Sydney Business School, Sydney NSW 2006, Australia; e-mail: david.johnstone@sydney.edu.au . Victor Richmond R. Jose (" Tailored Scoring Rules for Probabilities ") is an assistant professor of Operations and Information Management in the McDonough School of Business at Georgetown University. His main research interests lie in decision analysis and the use of Bayesian statistical methods in management science, operations research, and risk analysis. Address: Operations and Information Management Department, McDonough School of Business, Georgetown University, Washington, DC 20057; e-mail: vrj2@georgetown.edu . Yucel R. Kahraman (" A Practical Procedure for Customizable One-Way Sensitivity Analysis in Additive Value Models ") is a recent graduate of the Air Force Institute of Technology, where he received his M.Sc. in operations research. He graduated from ISIKLAR Military High School in Bursa in 1985 and entered the Turkish Air Force Academy in Istanbul. He graduated in 1993 with a bachelor's degree in aeronautical engineering. He completed pilot training at Laughlin AFB in Del Rio, Texas, and has flown fighter aircraft for the Turkish Air Force for 10 years. Address: Department of Operational Sciences, Air Force Institute of Technology, 2950 Hobson Way, WPAFB, Ohio 45433-7765; e-mail: yucelrkahraman@gmail.com . L. Robin Keller (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") is a professor of operations and decision technologies in the Merage School of Business at the University of California, Irvine. She received her Ph.D. and M.B.A. in management science and her B.A. in mathematics from the University of California, Los Angeles. She has served as a program director for the Decision, Risk, and Management Science Program of the U.S. National Science Foundation (NSF). Her research is on decision analysis and risk analysis for business and policy decisions and has been funded by NSF and the U.S. Environmental Protection Agency. Her research interests cover multiple attribute decision making, riskiness, fairness, probability judgments, ambiguity of probabilities or outcomes, risk analysis (for terrorism, environmental, health, and safety risks), time preferences, problem structuring, cross-cultural decisions, and medical decision making. She is currently Editor-in-Chief of Decision Analysis, published by the Institute for Operations Research and the Management Sciences (INFORMS). She is a Fellow of INFORMS and has held numerous roles in INFORMS, including board member and chair of the INFORMS Decision Analysis Society. She is a recipient of the George F. Kimball Medal from INFORMS. She has served as the decision analyst on three National Academy of Sciences committees. Address: Merage School of Business, University of California, Irvine, Irvine, CA 92697-3125; e-mail: lrkeller@uci.edu . Kenneth C. Lichtendahl Jr. (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") is an assistant professor who teaches quantitative analysis courses in Darden's MBA program at the University of Virginia. His research focuses on eliciting, evaluating, and combining expert probability forecasts for use in dynamic decision situations. His current research projects include the performance of inference in Bayesian models of dynamic expert forecasts and the formulation optimal strategies in forecasting competitions. Lichtendahl joined the Darden faculty in 2006. Previously, he served as a visiting instructor in the economics department at Duke University. Currently, he also serves as a business consultant and director for the Tradewinds Beverage Company, which he cofounded in 1992. Address: Darden School of Business, University of Virginia, 100 Darden Boulevard, Charlottesville, VA 22903; e-mail: lichtendahlc@darden.virginia.edu . Jason R. W. Merrick (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") is a professor in the Department of Statistical Sciences and Operations Research at Virginia Commonwealth University. He has a D.Sc. in operations research from George Washington University. He teaches courses in decision analysis, risk analysis, and simulation. His research is primarily in the area of decision analysis and Bayesian statistics. He has worked on projects ranging from assessing maritime oil transportation and ferry system safety, the environmental health of watersheds, and optimal replacement policies for rail tracks and machine tools. He has received grants from the National Science Foundation, the Federal Aviation Administration, the U.S. Coast Guard, the American Bureau of Shipping, British Petroleum, and Booz-Allen-Hamilton, among others. He has also performed training for Infineon Technologies, Wyeth Pharmaceuticals, and Capital One Services. He is an associate editor for Decision Analysis and Operations Research. He is the information officer for the Decision Analysis Society. Address: Department of Statistical Sciences and Operations Research, Virginia Commonwealth University, Richmond, VA 23284; e-mail: jrmerric@vcu.edu . Ahti Salo (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") is a professor of systems analysis in the Department of Mathematics and Systems Analysis at Aalto University. His research interests include topics in portfolio decision analysis, multicriteria decision making, risk management, efficiency analysis, and technology foresight. He is currently president of the Finnish Operations Research Society (FORS) and represents Europe and the Middle East in the INFORMS International Activities Committee. Recently, he has been appointed Editor-in-Chief of the EURO Journal on Decision Processes, launched by the Association of European Operational Research Societies (EURO). Professor Salo has been responsible for the methodological design and implementation of numerous high-impact decision and policy processes, including FinnSight 2015, the national foresight exercise of the Academy of Finland and the National Funding Agency for Technology and Innovations (Tekes). Address: Systems Analysis Laboratory, Aalto University, P.O. Box 11100, 00076 Aalto, Finland; e-mail: ahti.salo@aalto.fi . Chen Wang (" Target-Hardening Decisions Based on Uncertain Multiattribute Terrorist Utility ") is currently a Ph.D. student in the Department of Industrial and Systems Engineering at the University of Wisconsin–Madison. She holds a master's degree in industrial engineering also from the same department. Chen works as a research assistant in the Center for Human Performance and Risk Analysis, under the supervision of Professor Vicki M. Bier. Her research interests include application of operations research and decision analysis in security problems and critical infrastructure protection. Address: 3239 Mechanical Engineering, University of Wisconsin–Madison, 1513 University Avenue, Madison, WI 53706; e-mail: cwang37@wisc.edu . Jeffery D. Weir (" A Practical Procedure for Customizable One-Way Sensitivity Analysis in Additive Value Models ") is an associate professor in the Department of Operational Sciences at the Air Force Institute of Technology. He has a Ph.D. in industrial and systems engineering from Georgia Tech. He teaches courses in decision analysis, risk analysis, and multiobjective optimization. His research interests are in the areas of decision analysis and transportation modeling. A former officer in the U.S. Air Force, he has worked on a wide variety of projects ranging from scheduling and routing aircraft, determining the value of future intelligence information, assessing the impact of FAA regulation changes to passenger and aircrew safety, and mode selection for multimodal multicommodity distribution networks. He has received grants from the Defense Intelligence Agency, U.S. Transportation Command, Air Force Material Command, the Joint Improvised Explosive Device Defeat Organization, Air Force Research Laboratory, and Pacific Northwest National Laboratory, among others. Address: Department of Operational Sciences, Air Force Institute of Technology, Dayton, OH 45433; e-mail: jweir@afit.edu . Robert L. Winkler (" Tailored Scoring Rules for Probabilities ") is James B. Duke Professor in the Fuqua School of Business at Duke University and also holds an appointment in the Department of Statistical Science at Duke. His primary research areas include decision analysis, Bayesian statistics, probability forecasting, competitive decision making, and risk analysis. Address: Fuqua School of Business, Duke University, 100 Fuqua Drive, Box 90120, Durham, NC 27708-0120; e-mail: rwinkler@duke.edu . George Wu (" From the Editors: Probability Scoring Rules, Ambiguity, Multiattribute Terrorist Utility, and Sensitivity Analysis ") has been on the faculty of the University of Chicago Booth School of Business since September 1997. His degrees include A.B. (applied mathematics, 1985), S.M. (applied mathematics, 1987), and Ph.D. (decision sciences, 1991), all from Harvard University. Prior to joining the faculty at the University of Chicago, Professor Wu was on the faculty at Harvard Business School. Wu worked as a decision analyst at Procter & Gamble prior to starting graduate school. His research interests include descriptive and prescriptive aspects of decision making, in particular, decision making involving risk, cognitive biases in bargaining and negotiation, and managerial and organizational decision making. Professor Wu is a coordinating editor for Theory and Decision, an advisory editor for Journal of Risk and Uncertainty, and an associate editor of Decision Analysis. He is on the editorial board of the Journal of Behavioral Decision Making and is a former department editor of Management Science. Address: Booth School of Business, University of Chicago, 5807 South Woodlawn Avenue, Chicago, IL 60636; e-mail: wu@chicagobooth.edu . Alexander Zimper (" Do Bayesians Learn Their Way Out of Ambiguity? ") is a professor in the Department of Economics at the University of Pretoria and holds a Ph.D. in economics from the University of Mannheim. He started out as a specialist on iterative solution concepts for strategic games, but his current research interests concern topics in economic theory in the broadest sense. He does not believe that there is one big truth out there but rather that classical as well as bounded-rationality approaches provide us with structures that may improve—within their respective limits—our understanding of reality. His most recent work is on plausible refinements of Roy Radner's rational expectations equilibrium, existence and uniqueness of an equilibrium price function in a Lucas fruit-tree economy with ambiguous beliefs, overreaction and underreaction in asset markets, and optimal liquidity provision under demand deposit schemes. His work in decision theory mainly concerns dynamically inconsistent behavior arising from ambiguity attitudes and, in particular, Bayesian learning modeled within nonadditive probability spaces. Address: Department of Economics, University of Pretoria, Private Bag X20, Hatfield 0028, South Africa; e-mail: alexander.zimper@up.ac.za .
'- u VOL. IX. No. 6 NOVEMBER, 1900 ooTheoo Gettysburg Mercury CONTENTS An Evening Lesson, Abraham Lincoln, Lament for the Pine, Rabbi Ben Ezra, . Thanksgiving Day, . Editor's Desk, A Chapter of a Life, The Stability of a Republic, Shakespeare's Attitude Toward Education, . 193 The Horse vs. the Automobile, 196 Our Old School Ground, . . 198 When Should a Young Man Choose his Profession, . 201 How it Looks from the Road, 203 My Mind to Me a Kingdom Is, 203 m FAVOR THOSE WHO FAVOR US. For Fine- Printing go to i Jo Co Wile Priiptlipg Sfaw CARLISLE ST. GETTYSBURG, PA. C. B. Kitzmiller Dealer in Hats, Caps, Boots and Douglas Shoes GETTYSBURG, PA. R. M. Elliott Dealer in Hats, Caps, Shoes- and. Gents' Furnishing Goods \ Corner Center Square and Carlisle Street GETTYSBURG, PA. EDGAR S. MARTIN, ^CIGARS AND SMOKERS' ARTICLES. q^f l2^ t&* Chambersburg St., Gettysburg Leadership IN THE CLOTHING and MEN'S PURNISHING Business It is strictly here—everybody knows it. Testimony ? The stock itself. The pen suffi-ciently nimble to tell all the good points of our ::::::: FALL AND WINTER. SUITS AND OVERCOATS has not been found. We will keep you dressed right up-to-date if you buy your Clothing and Furnishings here. : : : : STIINE McPherson Block. No. II BALTIMORE STREET THE GETTYSBURG MERCURY, The Literary Journal of Ptnnsylvania College. Entered at the Postoffice at Gettysburg as second-class matter. VOL. IX. GETTYSBURG, PA., NOVEMBER, 1900. No. 6 AN EVENING LESSON. [J. B. B., '01.1 'Twas in a dusky twilight hour I wandered down the vale, Beneath the cooling- azure bower My spirit to regale. I spoke to God ; He answered back And nought our talk disturbed, Till down the narrow winding track A noise our talk disturbed. 'Twas not the sound of human tongue, Nor beast nor bird aloof; But ringing from the hills among, A call to man's behoof. I stepped aside and turned awry To watch the iron steed, Till rumbling, roaring, rolling by He vanished o'er the mead. My thoughts again to God returned, He spoke once more to me, And from his sovran lips I learned These words of majesty: So run my plans creation through Across the track of time, Tneir goal as sure, their course as true Their journey more sublime; And nations, that as thou will show Attention's early gaze, In wisdom, and in strength shall grow, To prosper all their days. 172 THE GETTYSBURG MERCURY ABRAHAM LINCOLN. [ORATION BY J. FRANK HEILMAN.] '"PHIRTY-FIVE years have passed and the Republic is stronger A than ever. The battle smoke of civil war has rolled away, and as we look into the clear past our first glance meets the colossal figure of Abraham Lincoln. He seems a mountain— when you examine each particular crag and feature how homely he appears; but stand back half a century, behold the entirety. —Do you not see the hand of God ! We wonder at him for his greatness, and we are proud of him that he is ours. We cannot imagine Lincoln as a Grecian or a Roman ; he is not English and certainly not French—he belongs to us alone but his fame is the world's. Our broad land can no more contain that than the pres-ent generation can estimate its duration; ages are the units which shall measure its extent and eternity shall not behold its com-pletion. Let us for a while then consider him who, under God, more than any other preserved our liberties and kept us as a peo-ple what we are. The nation was falling; that government of which sages had dreamed, that Republic toward which the Liberian exile cast his longing eye, the hope of mankind, the home of the brave sink-ing into theory ! On the fate of our country hung the fate of the human race for all time and our country was perishing. "Hu-manity with all its fears" was "hanging breathless on her fate ! " Should kings reign forever and the people never be free ? Then came the hour and the man;—from the ranks of the common people appeared the "rail-splitter" of Illinois. Who was that unknown man ? When England saw him she jeered at his home-ly face, France mocked his big hands and bent shoulders, the great men of his own land had no faith in him—but he had come with a mission, God had sent him ; and amid the clash of armies and the hell of war he rose Godlike. Those big hands erased the Mason and Dixou line, tore the shackles from the slave and held our country on the great world map ; those bent shoulders lifted our Republic to the highest place in history—and when his work was done he sealed it with his own blood. Then France took the name of the backwoodsman and said, "It belongs with Richelieu and Napoleon " ; then England took that homely face and hung it with Shakespeare and the elder Pitt; while the negro, THE GETTYSBURG MERCURY 173 holding up to the world the shackles and chains of two centuries, exclaimed, "Lincoln broke these." The hisses turned to cheers ! While he lived, however, Lincoln was never fully appreciated, it was only when he had passed away and strong men staggered under the great burdens which he had borne so well, that his countrymen began to feel how strong he had been ; it was not until the giant of the forest had. fallen that, by the space unoccu-pied, its magnitude was realized. Then the world looked on and wondered—that child of poverty, that rail-splitter, that uncrowned king! His influence rose from an unseen shoot to a vast and mighty tree, and now in the hour of civil heat and international suspense our country rests beneath its shadow. Unknown, untried, slandered, without a single precedent in all history, called by the American people to lead them—where ? —through an earthquake epoch that was splitting the land north from south and shaking the pillars of human liberty. When Abra-ham Lincoln entered Washington, kings rejoiced, proclaimed that republics were forever done ; but when they bore him back to the west, historians wrote, "Republics shall stand and kingdoms fall." When amid the jeers of Europe he entered the Capitol our coun-try was breaking apart and five million slaves breathed our air; but when they bore him, murdered, back to Illinois our land had been united forever and our flag made the flag of the free. Yes, he was poor and unpolished, awkward and homely, true, he was a rail-splitter, and yet—he was a king ! His wisdom, his elo-quence, his humanity, courage and prophetic vision blended into the ideal statesman just as the prismatic shades fold into the pure white. Then, too, so many heroes are famous either for great heart or great brain power, but in Lincoln the great heart and the great brain were together. While the awful responsibility of the Re-bellion was sinking its story deep in his brow, and while the re-peated disasters of our armies where so nearly overwhelming him that occasionally his mind was weak, he found time to write and in the name of the Republic to thank mothers whose sons had fallen in battle. A master of language ! what did he know of Latin or Greek—to-day a university of Great Britain is studying the perfect English of an off-hand letter. A stump speaker who distorted his face to provoke a laugh, they tell us that his Gettys-burg oration will live with "De Corona." Washington was 174 THE GETTYSBURG MERCURY proud, aristocratic, in habit and reserve English; Lincoln was a democrat, out and out a man of the people, distinctively Ameri-can. How appropriate it is that he sleeps his last sleep far away in the West, on an arm of the "Father of Waters," in the bosom of our country, in the heart of the people he loved so well. It is said that the greatest of Italian sculptors owing to the superstitious fear of losing his genius always left unfinished some parts of his creations, but it seems that when God formed the masterpiece of American history, He gave to the world the in-comparable boon of a leader perfect in every respect. Your children's children shall lisp his name with reverence, aye, when continents have changed their coasts and the twentieth century shall be called the dawn of history, your posterity, the great American people, shall point with pride to Abraham Lincoln, our uncrowned king. LAMENT FOR THE PINE. [C W. WISER, '01.] High up on the mountain side, In his cabin lone and drear, Pondering o'er the glowing fire, Sits the aged pioneer. Cold without the wind is roaring, Thro' the tops of many trees ; Dismally its wierd notes moaning:— "Gone is summer's gentle breeze." Darkness now is quickly gathering 'Neath her folds the parting day, And with forces growing fuller, Comes the storm, the night to sway. Bright within a great log burning On the ancient hearth aglow, Lightens up the little cabin, With its smoky rafters low. In his arm chair, dozing, napping, Sits in peace the aged swain; While upon the window pattering, Fall the little drops of rain. THE GETTYSBURG MERCURY Thus he sits and gently dozes, In the fire's cheery glare, While without, in roaring tempest, Mournful sounds now pierce the air. Hark ! he cries, what do I hear In the wildness of the night, Is it then a lost one near,—■ Or the eagle in its flight. Ah I I know, it is the sighing Of the top of yonder pine, How it sets my heart a throbbing, When I think of days long syne. How my heart aches at the thought Of those days so long gone by, When beneath the mighty forest Naught was seen of yonder sky. When within its darksome shadows Roamed at large the nimble deer, And upon its mossy carpets Walked the panther and the bear. When beneath its mighty shelter Naught was felt of winter's sting; Snugly sheltered 'neath its branches We did wait the coming spring. Long since those trees have fallen Like stout heroes of the past; Felled by the brawny woodman, Tho' they braved the wintry blast. Ah ! no more I'll see those pines, As they towered to the sky, And no more will feel their shelter As I thro' the forest hie. In their place new ones have risen, Scrubby trees of oak and pine, But no more I'll see its glory As I did in days long syne. 17S The dead leaves their rich mosaics Of olive and gold and brown Had laid on the rain-wet pavements, Through all the embowered town. —Samuel Longfellow- -November. 176 THE GETTYSBURG MERCURY "RABBI BEIN EZRA." [C. C. GROVE.] /^"\N taking up the present theme, realizing as I hope some of ^S the great depth and beauty of the poem, my spirit is found breathing with Milton: " What in me is dark Illumine ; what is low raise and support," that I may bring to the notice of someone the consummate beauty of religious philosophy in Browning's "Rabbi ben Ezra." "Bring to the notice," I said, for it has been well written, "This is one of those poems which can never be profitably anatyzed or commented on: it must be read." Therefore, it is ours only to give the poem in sections with some outside substantiating and explana-tory thoughts. Like Longfellow's "Psalm of Life," this poem is an address of an old man, the Rabbi, to a young man, concerning the course of life, to light him on the way and to counsel him that he may come off victorious. He begins :— Grow old along with me ! The best is yet to be, The last of life, for which the first was made : Our times are in His hand Who saith, "A whole I planned, Youth shows but half; trust God : see all, nor be afraid ! " The glory of the sun in the zenith is one; in its setting, a more serene, benignant glory. Such is old age—"I shall know, being old." In "Saul," the poet expresses the same in other language, thus :— By the spirit, when age shall o'ercome thee, thou still shall enjoy More indeed, than at first when unconscious, the life of a boy. Would there were more who think Tennyson's Ulysses :— How dull it is to pause, to make an end, To rust unburnish'd, not to shine in use ! As tho' to breathe were life ; More ready to "see all" nor "be afraid." The fears and hopes of youth's doubtful stage are thus out-lined :— Not that, amassing flowers, Youth sighed, "Which rose make ours, Which lily leave and then as best recall ? " Not that, admiring stars, It yearned, "Nor Jove, nor Mars ; Mine be some figured flame which blends, transcends them all I " THE GETTYSBURG MERCURY 177 Not for such hopes and fears Annulling youth's brief years, Do remonstrate ; folly wide the mark ! Rather I prize the doubt Low kinds exist without, Finished and finite clods, untroubled by a spark. While "Young, all lay in dispute" and so it must needs be. i/ove, hope, fear, faith,—these make humanity These are its signs, and note, and character.—"Paracelsus." These are exponents of character, as Bailey says, in Festus, Sc. A Country Town :— Who never doubted never half believed, Where doubt, there truth is, 'tis her shadow. Yet this is not all; the hopes, joys, and pleasures of youth although not remonstrated against are nevertheless proper only in their place and season. Poor vaunt of life indeed, were man but formed to feed On joy, to solely seek and find and feast; Such feasting ended, then as sure an end to man ; Irks care the crop-full bird ! Frets doubt the maw-crammed beast "Such feasting ended" would but mark the beginning of a period of lassitude, inactivity, and indifference. Does any care harass the crop-full bird or doubt the well-fed beast? But strong souls, having passed the days of being fed on broth, are different. Says George Eliot in "Spanish Gypsy," Book IV :— Strong souls Live like fire-heated suns, to spend their strength In furthest striving action. Not enjoyment and not sorrow Is our destined end or way, But to act that each to-morrow Finds us farther than to-day. Let us then Rejoice we are allied To That which doth provide And not partake, effect and not receive ! A spark disturbs our clod; Nearer we hold of God Who gives, than of His tribes that take, I must believe. We have a nearer hold of God, possess a closer relationship with God who gives than with His tribes that take. Ours it is to minister, not to be ministered unto; to provide and not par-take ; to sow and not share the harvest. Our relationship is more close with God, the giver, than with the hosts who would merely receive. 178 THE GETTYSBURG MERCURY Then, welcome each rebuff That turns earth's smoothness rough, Each sting- that bids nor sit nor stand but go ! Be our joys three-parts pain ! Strive, and hold cheap the strain Learn, nor account the pang ; dare, never grudge the throe ! Enviable ye "strong souls"; yea, ye, who like Paul say, "I glory in tribulation also." For from such a course, For thence,—a paradox which comforts while it mocks,— Shall life succeed in that it seems to fail: What I aspired to be, And was not, comforts me : A brute I might have been, but would not sink i' the scale. Aspiration, breathing toward higher things, ennobles, exalts man more perhaps than a backward glance at past achievements, as is said in "Saul," " 'Tis not what man Does which exalts him, but what man would do." He might sink to low depths, to the brute even, but would not. To the brute ? Yes, for What is he but brute Whose flesh hath soul to suit, Whose spirit works lest arms and legs want play ? To man, propose this test—Thy body at its best, How far can that project thy soul on its lone way ? The body cannot stand this test, nor was it intended to do so. Yet it dare not be looked upon as a mere encumbering tenement as Browning in the next four stanzas shows, bringing out the fact that our body is holy ; that it is glorious, even divine to live in the "rose-mesh" of flesh. Yet gifts should prove their use : I own the Past profuse Of power each side, perfection every turn : Eyes, ears took in their dole, Brain treasured up the whole ; Should not the heart beat once "How good to live and learn ? " Not once beat "Praise be Thine 1 I see the whole design, I who saw Power, see now Love perfect too : Perfect I call thy plan : Thanks that I was a man ! Maker, remake, complete,—I trust what Thou shalt do ! " For pleasant is this flesh ; Our soul in its rose-mesh Pulled ever to the earth, still yearns for rest: Would we some prize might hold To match those manifold Possessions of the brute,—gain most, as we did best! Let us not always say "Spite of this flesh to-day I strove, made head, gained ground upon the whole ! " As the bird wings and sings, Let us cry "All good things Are ours, nor soul helps flesh more, now, than flesh helps soul!" m THE GETTYSBURG MERCURY 179 To revert to the second of these stanzas, this is the expression of man at the very crest of the mountain of his glory and power. It all follows the order of Divine Revelation—Power, Love—first Elohim, then Jehovah, then "God is love." There also appears the trust begotten of love. Here is a man in his prime. "The truth of truths is love." Now we pass to age. Its glory, knowledge : "I shall know, being old." Therefore I summon age To grant youth's heritage, Life's struggle having so far reached its term : Thence shall I pass approved A man, for aye removed From the brute , a God though in the germ. And I shall thereupon Take rest ere I be gone Once more on my adventure brave and new; Fearless and unperplexed, "When I wage battle next, What weapons to select, what armor to indue. The former years have taught; age comes to pass sentence on youth ; then shall aged man go forth unperplexed by the varying changes and problems of life, removed from the brute, a God in powers and thought though embryonic. Stanza five presented man in Youth as gladly being of those who "provide" and "effect." Now at the beginning of the period called "Age," he tries, tests, calculates the profit or loss resulting from those efforts, those "fires." "Every man's work shall be made manifest : for the day shall declare it, because it shall be revealed by fire; and the fire shall try every man's work of what sort it is." Youth ended, I shall try My gain or loss thereby ; Leave the fire ashes, what survives is gold: And I shall weigh the same, Give life its praise or blame : Young, all lay in dispute, I shall know, being old. Thus ends Youth, and Age begins. The latter carefully ex-amines the past and pronounces at last its worth. Youth dies as the day and glory tinted Age begins. For note when evening shuts, A certain moment cuts The deed off, calls the glory from the gray : A whisper from the west Shoots—"Add this to the rest, Take it and try its worth : here dies another day." So, still within this life, Though lifted o'er its strife, Let me discern, compare, pronounce at last, "This rage was right i'the main, That acquiescence vain: The Future I may face now I have proved the Past." THE GETTYSBURG MERCURY For more is not reserved To man, with soul just nerved To act to-morrow what he learns to-day, Here work enough to watch The Master work, and catch Hints of the proper craft, tricks of the tool's true play. How beautifully expressed the thought that the Master's life was for an example that we should follow, and that too, carefully, devoutly, day by day ! The previous stanza reminds one of that superb simile of Goldsmith's in "Deserted Village" lines 187-192. Age has passed the active stage. As Youth was told to ' 'trust God; see all, nor be afraid," so our minds are turned back to think of the beginning of a new stage by similarity in verse: As it was better, Youth Should strive, througfh acts uncouth, Towards making-, than repose on aught found made: So, better, age, exempt Prom strife, should know, than tempt Further, Thou waitedst age : wait death, nor be afraid ! Now comes the serene period of waiting. It is glorious only as it is found in the way of righteousness, Prov. 16 : 31. Enough now, if the Right And Good and Infinite Be named here, as thou callest thy hand thine own, With knowledge absolute, Subject to no dispute From fools that crowded youth, nor let thee feel alone. Be there, for once and all, Severed great minds from small, Announced to each his station in the Past! Was I, the world arraigned, Were they, my soul disdained, Right ? Let age speak the truth and give us peace at last! Supply the relative whom twice ; first, with / as antecedent, sec-ond, with they as antecedent. The sentence is hard to pass, for the decision is not easily made. The Right some would say is not absolute therefore. It is so and universal too but man in applying the principles to particular cases does not know all the conditions, and circumstances or may be laboring under a delu-sion or superstition ; hence, the difficulty. Now, who shall arbitrate ? Ten men love what I hate, Shun what I follow, slight what I receive; Ten, who in ears and eyes Match me : we all surmise, They, this thing, and I, that: whom shall my soul believe? There follow now several paragraphs concerning the proper judgment of life, comparing man's with God's estimate of worth. "Man looketh on the outward appearance but God looketh on the heart." THE GETTYSBURG MERCURY 181 Not on the vulgar mass Called "work," must sentence pass ; Thing's done, that took the eye and had the price ; O'er which, from level stand, The low world laid its hand, Found straightway to its mind, could value in a trice: But all, the world's coarse thumb And finger failed to plumb, So passed in making up the main account: All instincts immature, All purposes unsure, That weighed not as his work, yet swelled the man's amount. Thoughts hardly to be packed Into a narrow act, Fancies that broke through the language and escaped: All I could never be, All men ignored in me, This I was worth to God, whose wheel the pitcher shaped. The great Judge shall consider the secret intents of the hear t We know not these, how can we judge? We may know them for ourselves ; therefore, we are commanded to judge ourselves. The last clause attracts to itself (its own elaboration) or causes the poet to expand the metaphor most beautifully. "We are the clay, and Thou our potter; and we all are the work of Thy hand," Isa. 64 : 8, or Jeremiah gives it more fully, 18 : 2-6. Aye, note that Potter's wheel, that metaphor ! and feel Why time spins fast, why passive lies our clay— Thou, to whom fools propound, When the wine makes its round, "Since life fleets, all is change ; the Past gone, seize to-day !" Fool! All that is, at all, Lasts ever, past recall; Earth changes, but thy soul and God stand sure: What entered into thee, That was, is, and shall be: Time's wheel runs back or stops: Potter and clay endure. He fixed thee 'mid this dance of plastic circumstance, This Present, thou, forsooth, wouldst fain arrest: Machinery just meant To give thy soul its bent, Try thee, and turn thee forth sufficiently impressed. What though the earlier grooves which ran the laughing loves Around thy base, no longer pause and press ? What though, about thy rim, Skull-things in order grim Grow out, in graver mood, obey the sterner stress ? Look not thou down but up ! To uses of a cup, The festal board, lamp's flash, the trumpet's peal, The new wine's foaming flow, The Master's lips aglow ! Thou, heaven's consummate cup, what needst thou with earth's wheel? But I need, now as then, Thee, God, who moldest men ! And since, not even while the whirl was worst, Did I—to the wheel of life With shapes and colors rife, Bound dizzily—mistake my end, to slake Thy thirst: 182 THE GETTYSBURG MERCURY Foolish proposition that, that "since life fleets, all is change," when applied to man's real self, his spiritual being and its life. The "Past is gone," but only in that it is "past recall." "Every idle word that men shall speak they shall give account thereof in the day of judgment." The deeds in the body shall all have to pass examination. They are not gone forever. " Tempus res humanas mutat," but not the characters of men. " Potter and clay endure." How meter, rhyme and alliteration, everything conduces in the first two lines of the next stanza to show the evanescence of circumstantial influences ! These are just enough to bring about the proper results in all God's people. " All things work together for good to them that love God." We must fret and chafe because in later 3'ears the shapings may be more stern in character and less attractive. They all and each have their place to bring about true beauty and strength of char-acter. Let us look to the higher import and purpose in all works, and especially in ourselves, "heaven's consummate cup.'' We need not fashion ourselves upon earth's wheel, according to the designing of men. " Be not confor7ned to this world, but be ye transformed by the renewing of your mind, that ye may prove what is that good, and acceptable, and perfect will of God." Not " earth's wheel" then, but the great Fotter we need now as ever. Lastly, after striving in youth, following meekly and trust-ingly in later life, and waiting reverently to have the Potter's plans completed, the whole is surrendered, to be taken for use in the temple above, when the flaws shall have been righted, when this inglorious body shall be raised in glory, incorruption and im-mortality. So, take and use Thy work, Amend what flaws may lurk, What strains o' the stuff, what warpings past the aim ! My times be in Thy hand ! Perfect the cup as planned ! Let age approve of youth, and death complete the same ! c*p The drying up of a single tear has more Of honest fame than shedding seas of gore. —Byron. THE GETTYSBURG MERCURY 183 THANKSGIVING DAY. E. C. RUBY, '02. /'"VUR Thanksgiving Day is a composite one. It is made up ^-^ from parts of celebrations of that day by other peoples. We have taken the time from an Indian festival which used to take place during the fall of the year. The wild-wood festival, with its feasting, its dancing of Indian warriors to the songs of their dusky sweethearts, may well be called the original Thanks-giving Day in this happy land of ours. The Thanksgiving we celebrate at the close of every harvest season owes something to the religious rites of ancient nations. The oldest of these is the Jewish Feast of Tabernacles, with its magnificent festivities. It was the feast of the " ingathering" of the harvest of all the fruits, the corn, the wine, and the oil. The labors of the field were then over for the year, and the feast was an occasion of joyousness and gladness to the people. The glory of the great Hebrew festival has long since passed away, but the fundamental principle—that every one should equally rejoice in the fruits of the current harvest, together with the whole people of the land '' before the Lord''—has entered into the harvest observances of Christian lands. Greece celebrated the great feast known as the Eleusinia, or the feast to Demeter of the beautiful robe. Demeter was the goddess of harvests. Her daughter, Persephone, had been kid-napped by Pluto, and, because she had tasted a pomegranate seed, could remain with her mother only part of the year. This made Demeter angry, and she left the gods, made her dwelling upon the earth, and taught Celeus, King of Eleusis, how to plow, sow and reap. For this the Greeks celebrated the Eleusinian feast, one of the grandest of the Greek festivals. The Romans celebrated a harvest festival called the Cerealia. It took its name from Ceres, who was the Demeter of the Romans. This festival was a general holiday, every one resting from work, and eager for enjoyment and pleasure. Coming nearer to our own harvest festival is the English Har-vest- home. This was usually a day of boisterous mirth. The people kindled bonfires, danced on the green sward, and engaged in athletic sports. The Pilgrim Fathers remembered this festival in their new home, and expressed their thankfulness for their first harvest by 184 THE GETTYSBURG MERCURY a feast. Of their harvest, Governor Bradford tells us that " they began now to gather in ye small harvest they had, and to fit up their houses and dwellings against winter, being all well recov-ered in health and strength, and had all things in good plenty." Thereupon the Governor issued a proclamation appointing a Feast of Thanksgiving. On the appointed Thursday the feast was opened with religious services. Then came a period of feasting and recreation. The real Thanksgiving dinner took place on Saturday, the last day of the celebration. The earth, the air and the water had yielded of their bountiful supplies to make this Thanksgiving dinner, and when the pioneers sat down to the meal they saw a table spread with water-fowl, wild turkey, veni-son, corn and barley ; with this cheer they gave thanks that "by the goodness of God they were far from want." Our Thanksgiving of to-day has taken some part from each of these different festivals. It has taken the time of the Indian meeting ; its charity is gained from the Jewish Feast of Taberna-cles ; it has copied the festivals of Demeter and Ceres, in giving thanks for the crops ; its mirth and festivity has a flavor of the English Harvest-home festival ; and its spirit of thankfulness and religious adoration was given to it by our Pilgrim forefathers. When the American Colonies had established their independ-ence, and had united themselves under one form of government, the New England Thanksgiving custom was gradually extended to the Middle States, then to the West, and more slowly to the South. In 1863 it began to be annually proclaimed for observ-ance throughout the country. For more than thirty years has Thanksgiving been a national institution throughout this country, while as a religious festival it dates back over two and three-quarter centuries—to the first celebration by the Pilgrim Fathers of New England. In the early days of the planting of church and commonwealth on this continent, when a sterile soil began to yield its bounties to the often-famished settler, it is pleasant to recall that the little community took delight in giving public ex-pression to the spirit of thanksgiving, which has now grown into a mighty custom over the entire Republic, after the annual har-vesting of the fruits of the earth. The following extract Irom Mrs. H. B. Stowe's " Oldtown" indicates graphically the general character ot the New England Thanksgiving observance : "Great as the preparations were for the dinner, everything was so con- I ~ THE GETTYSBURG MERCURY 18S trived that not a soul in the house should be kept from the morn-ing service of Thanksgiving in the church, and from listening to the Thanksgiving sermon, in which the minister was expected to express his views freely concerning the politics of the country, and the state of things in society generally, in a somewhat more secular vein of thought than was deemed exactly appropriate to the Lord's day." There is no religious tradition more interesting from its an-tiquity and its general significance, or more suggestive and useful as an American custom, than that of the annual Thanksgiving service, the purpose of which is to express general thanksgiving for the bounties of the year, and especial thanksgiving for national prosperity and progress. In this light alone the service ought to command, without any exception whatever, a more than usual interest in every church of every name. It is little less than a national misfortune that the opportunity of Thanksgiving Day is not universally improved by all churches. Throughout the entire history of the most ancient tradition of Thanksgiving it has always been recognized that the best and highest expression of Thanksgiving was that of charity to the suffering and the needy. The same Thanksgiving Day which marks the close of a season of bounty should not less mark the opening of a season of benefaction, the giving of thanks finding its full expression in the sharing of our bounties with those who may suffer want. A more recent and no less commendable feature of our Thanks-giving Day, is the custom of gathering together in family reunions which keep well knit the bonds of kinship and attune hearts, often sundered by discord, to the universal note of harmony and common rejoicing. This pleasant feature is beautifully expressed in the following verses from a poem written by Phoebe Carey: " O men, grown sick with toil and care, Leave for awhile the crowded mart; O women, sinking- with despair, Weary of limb and faint of heart, Forget your years to-day and come As children back to childhood's home. Walk through the sere and fading wood, So lightly trodden by your feet, When all you knew of life was good, : ■ 186 THE GETTYSBURG MERCURY And all you dreamed of life was sweet, And ever fondly looking- back O'er youthful love's enchanted track. Go sit beside the hearth again, Whose circle once was glad and gay ; And if from out the precious chain Some shining links have dropped away, Then guard with tender heart and hand The remnant of thy household band. Draw near the board with plenty spread, And if in the accustomed place You see the father's reverend head, Or mother's patient, loving face, Whate'er your life may have of ill, Thank God that these are left you still." November woods are bare and still, November days are clear and bright; Each noon burns up the morning's chill, The morning's snow is gone by night ; Each day my steps grow slow, grow light, As through the woods I reverent creep Watching all things lie "down to sleep." —Helen Hunt Jackson. All brilliant flowers are pale and dead And silent droop to earth, While pansies chill in velvet robes Count life but little worth ; But in these dark November days That wander wild and wet, Our thoughts are winged to summer hours On breath of mignonette. —Eliza O. Pearson. THE GETTYSBURG MERCURY. Entered at the Postoffice at Gettysburg as second-class matter. Vol. IX. GETTYSBURG, PA., NOVEMBER, 1900. No. 6. Editor-in-Chief, S. A. VAN ORMER, '01. Assistant Editors, W. H. HETRICK, "W. A. KOIII.I'.K. Business Manager, H. C. HOFFMAN. Alumni Editor, REV. I\ D. GARLAND. Assistant Business Manager, WILLIAM C. NEY. Advisory Board, PROF. J. A. HIMES, LIT. D. PROF. G. D. STAHLEY, M. D. PROF. J. W. RICHARD, D. D. Published monthly by the students of Pennsylvania (Gettysburg") College. Subscription price, One Dollar a year in advance; single copies Ten Cents. Notice to discontinue sending* the MERCURY to any address must be accompanied by all arrearages. Students, Professors, and Alumni are cordially invited to contribute. All subscriptions and business matter should be addressed to the Business Manager. Articles for publication should be addressed to the Editor. Address THE GETTYBURG MERCURY, GETTYSBURG, PA. EDITORS' DESK. '"■pHERE is a tendency on the part of college students to sell *■ their text books as soon as the branches in which they have been used are completed. There can be no objection offered to this custom in general, for many of the books will not be needed again during the college course, while the money invested in them can be used to advantage by most students ; but there are books that ought not to be sold—books that ought to be not only kept but used throughout the college course, and chief among these is the Rhetoric. If we measure the importance of a branch, in comparison with others, by the use to be made of it in after life, surely no other branch can claim more of our time and energy ; it we would express ourselves forcibly and accurately in 188 THE GETTYSBURG MERCURY speaking and in writing, we must be familiar with the principles of Rhetoric ; if we would obviate the humiliation that comes from having our writing in after life criticised and condemned, we must cultivate the habit of looking up troublesome and un-certain points while in college. J> That the colleges of our country are taking an active part in the present political campaign is evinced by the number of clubs that nave been organized and the selection of the great issues of the campaign for discussion in literary societies and debating clubs. Colleges rightly invite free thought and free discussion of political issues in the class room as well as in student organiza-tions, for these and similar issues are to confront those now in college when they shall have become local leaders in political circles. A careful, thorough and unbiased study of National economic problems must necessarily broaden the intellectual hori-zon of the student and prepare him the better to meet the de-mands that shall rest upon him as a citizen. A CHAPTER OP A LIFE. T,. W. GROSS, '01. INVITATIONS were out announcing the wedding of Miss *■ Estella Wellington to J. Harry Ashland. It was to be a church wedding in the Episcopal church of that town. Friends and relatives of both families from far and near were invited. At last the day dawned and the merry wedding chimes rang out bright and clear. It was in June, the beautiful month of roses. Nothing could be more beautiful than the gay and happy scene that was presented to the honored guests who filled the little church on this occasion to witness the ceremony. Nature seemed to offer her congratulations in the extravagant profusion of flowers she furnished for the bride and the decorations. The birds in the tree tops along the deep, shady drives warbled a merry march for the bridal party as it passed to the elegant mansion of the bride. Harry Ashland was not rich. He was the only son, and the pride and joy of his mother's heart, and so it was with a feeling of sadness THE GETTYSBURG MERCURY 189 that she, regardless of the gaiety and mirth around her, saw another woman claim a place in his affections. He had married against her choice. Yet she saw that her son dearly loved the one he married and was loved in return, and so said not a word except iu gentle reasoning; but even the desire of his mother, much as he cared for her, could not alter his intention. He married his choice and Mrs. Ashland calmly submitted, and made the occasion of the wedding and short visit at home of her son as pleasant as possible. Harry was industrious, popular and a general favorite in his home town, as was always shown by the host of friends who greeted him on his visits to his mother. He had no other profession, but traveled for his uncle, who was manager of a large machine in-dustry in the South. He had been in his uncle's office for some time, and when he was promoted to collector his salary was raised sufficient, he thought, to warrant his taking the step he did, and so he married. His wife came from an old Maryland family, bringing him wealth, social distinction and culture in exchange for his name, honesty and good character. He met her since he was working for his uncle, and although she was, perhaps, above him in the social scale, yet his manliness, comeliness and winning personality won her heart and hand for him; and finally she decided to share his fate through life. He had no fortune to depend on, yet his prospects for a successful life were bright as the morning sun. And they hoped in a year or so to have a home as beautiful as her own down in Maryland. In August Mr. and Mrs. Ashland moved to their residence in a small town in the territory Harry was to work, storing their goods and boarding at a hotel. He at once took the road and began business for his uncle. L,ong trips had to be made, some-times by rail, others by stage, and sometimes he drove in a buggy over long, lonesome roads through the wild and mountainous country. Business was good, and although it required him to be away from home a great deal of his time, he was happy in the thought that it was done for the one he loved above all others. His uncle entrusted him with collecting large amounts of money from which he drew his own salary and paid other assist-ants under him, turning the balance over as the net earnings of the company. 190 THE GETTYSBURG MERCURY Harry had now been married a year, expecting by this time to have a neat little sum over and above his family expenses at the hotel, but found that their boarding there was very expensive. His wife was accustomed to the luxuries of life and dressed according to the fashions of the day. Thus the satisfaction of her fastidious tastes drained his yearly income to its lowest dregs. It was with disappointment that he learned these facts; yet he started again with renewed determination to make more money the next year than he did the first, and in'spite of everything, make his coveted home for himself and wife to enjoy life with the wealthy. The second year rolled around without apparent change in his financial affairs. His expenses were increasing, the savings decreasing ; yet he made more trips through mountain and valley, and through town and city than ever before in his energetic struggle for existence. Besides his loving wife he now had a little girl to welcome him home with her childish prattle and glee, and he often dissipated his gloom and disappointment on coming in from a hard trip by talking and a frolic with little Iyida. But still it seemed as if the clouds were lowering and his domestic horizon getting darkei instead of brighter. He was often found in deep thought by his wife, who would try to cheer him, unconscious of his real trouble, never dreaming that she might be the cause of it. He often thought of his mother's advice about this very thing, of marrying within his class, and thought, now there might be something in it, after all. But he would rather struggle to the last than say a word to check his wife in the spending of the money he would earn. May be Harry had too much pride. About this time he was sent out to make one of the largest collections of the year, and he rather dreaded the trip because it had to be made in a buggy over lonesome and rough roads. However, giving his wife and daughter a loving farewell he started on the trip. He visited subordinate agents and dealers, collect-ing money from each till, by the time he was ready to start for headquarters, he had a little over five thousand dollars in his possession. This money he kept in a tin box securely fastened under the buggy seat. He had never been molested by highway-men himself, but often had heard of such robberies occurring in the vicinity through which he had to pass, and he felt a peculiar THE GETTYSBURG MERCURY 191 dread pass over him lest he should be attacked on this particular trip when he carried so much money. Harry had been driving all day and his horse became very tired and somewhat jaded. He hoped to reach his destination before night-fall, but being in Autumn and the days growing shorter, darkness gathered sooner than he anticipated. A drizzling rain set in, and to add to his difficulties, his horse became lame from much traveling. As a result intense darkness caught him in the very worst part of the road. Yes, he was robbed. His worst fears were realized. A full and vivid account of the bold and daring robbery appeared in the daily papers giving all the details. But the highwaymen had the money and were still at large. It was the same old story. The tired horse was stopped and held while three or four men sprang at the occupant of the buggy, bound him hand and foot, gagged him, tied the horse to a tree in the wood by the road side and then hastened away with their booty. He remained in his help-less condition till at last, after a night of agony trying to free himself, he was set free by a passer-by in the morning after the banditti were miles away. He went at once to his uncle, told his story and had detectives started in pursuit of the robbers. But the old man was angry, flew into a rage at such a great loss of money, blamed Harry for neglect and carelessness, and finally discharged him from his service. This was the climax to all his trouble. He tried to reason with his uncle but he would hear none. Harry could not pacify him. He went home to his wife with a heavy heart; his bright-est gleams of home and success blasted, utterly ruined. His wife tried to console him, but with no avail. He saw bills staring him in the face, his month's salary stolen and nothing for the future in sight. Here again pride came in his way and he refused several offers of help by kind friends because the salary was lower than he had been used to getting and in the humbler occupations. His discouragement increased; at times he became moody and silent. The thought of his great misfortune, his uncle's relentlessuess and his domestic affairs weighed heavily upon him. At last it became unbearable and he told his wife he must go to the city and obtain a position worthy of his station in life. He bade 192 THE GETTYSBURG MERCURY them goodbye and left little L,ida and her mother in their rooms at the hotel. Harry was gone, alas! never to return. He failed to obtain the position, his money was soon spent, and he paid his last dime for a piece of rope. The next morning his cold, distorted and lifeless body was found hanging to the limb of a tree in a secluded part of one of the parks about the great city. His body was identified by his friends, who were notified by the authorities, and taken home and buried. Time, the great physician, the healer of all wounds, bound up the broken hearts of his many friends, and soon they looked up again. He was rid of the world and its struggles and soon for-gotten by it, remembered only by a few of his friends. One life less in the world ; one leaf fallen from the great tree—the world; one pebble less on the great sea shore; one drop less in the ocean. Soon the waters closed over the ripple and were as placid as before. THE STABILITY OF A REPUBLIC. W. H. HETRICK, '01. TVTATIONAL, evolution in the course of its progress has finally •*■ ^ given government a sublime perfection in the principles and constitutions of modern Republicanism. A republic such as our own, firmly grounded on union, liberty and independence, is not modern in development, but stands as the complete product of the ages. Its grand perfection and accomplishment is the re-sult of long centuries of national experience. Out of the confu-sion of the past, the rude primitive rule of patriarchs, the disso-lution of empires, the unrelenting tyranny of despotism, the heart-less cruelty of kings, out of innumerable wars and inhuman wrongs, God, the maker of destiny, has perfected a government for man, and we call that government a republic. Heretofore the government of nations was, to a great extent, at variance with the desires and thoughts of the human mind. There was no satisfaction in serving ; no morality in slavery ; no justice in taxation without representation ; no virtue in ine-quality. Man since his creation has felt and expressed a strong dissatisfaction with the government imposed upon him. It was his conviction that he was and by right ought to be free. A deep inexplicable fact of his being forced him to the belief that the law THE GETTYSBURG MERCURY 193 which governs society should conform to his own conscience and reason. This was the requisite of his soul. When once attained and instituted, government would be perfect. There would be nothing beyond it; no deeper principle for higher attainment. It would be the consummation of law. Such is our own republic. The principles in her constitution strike deep into the heart of being. Liberty, union and inde-pendence are not artificial, not the invention of mind nor even the result of thought. No ! They are the aspirations of the soul; the uniformities of all natural law. Ages of time, millions of people and hundreds of civilizations, by the power of progress, have at last evolved from the great powers of human experience an en-during form of government, that can never fall or be dissolved by the presence of faults or the schemes of men. Our country shall never degenerate from her elevated place of greatness. To bring this about would necessitate retrogression, and retrogression means a changing of law for something worse. It would be the destruction of a perfect law for the adoption of one whose im-perfection was the principal cause of its revision. It would be contrary to the nature of things. It would mean imperialism which belongs to the past. It would mean despotism, militarism, disorder. It would be forcing the law of nature, of reason and of justice against its own development. No! Our constitution is founded upon a rock, the rock of tried experience, the deepest law of progress. It must ever stand as a monument built for all time to come. SHAKESPEARE'S ATTITUDE TOWARD EDUCATION. EMORY D. BREAM, '02. WHRN we turn to the history of education to ascertain the relative position of Shakespeare among the great writers of the world, we are told that Greece had its Homer, Rome its Virgil, Italy its Dante, Germany its Goethe, France its Hugo and England its Shakespeare, Chaucer, Milton and many others ; but if one of these distinguished writers were to be chosen king over the others, Shakespeare would, by common consent, be placed upon the throne. Naturally, then, we would expect a man of such a lofty liter-ary position to be a patron of education. Although he has written no treatise on education, nor is he recognized as an educator, yet 194 THE GETTYSBURG MERCURY one cannot read his works intelligently without noticing how careful he is to endow the nobler characters of his plays with the love of knowledge. For instance, in " As You L,ike It," who does not admire the noble discontent of Orlando with a condition that hinders manly development ? In the " Tempest " do we not immediately recognize Prospero as a true Student ? Shakespeare distinguishes the educated man from the unedu-cated. The fact that he firmly believed that the mind, God's greatest gift to man, should be cultivated and adorned, is proved by the case of Orlando. He is discontented with his breeding, and recognizes that though he is a gentleman by birth, yet that avails little if he lacks breeding. " For call you that keeping for a gentleman of my birth, that differs not from the stalling of an ox ? His horses are bred better." How strongly Shakespeare empha-sizes in these lines the fact that God would not have endowed us with minds superior to animals if he did not intend that we should cultivate them. Intelligence is a distinguishing mark of a lady or gentleman. In the " Merchant of Venice " this fact is brought out clearly. Bassanio lacks commercial ability and is unable to win for him-self the means necessary for the support of a man of rank ; yet he possesses the elegant tastes of a gentleman, and when supplied with money, he has no trouble in winning the heart of Portia, a young woman of wealth and high social position. Shakespeare is careful to portray her even as having good sense enough to esteem spiritual higher than material qualities. This is clearly shown in the.conversation between Portia and Nerissa when Nerissa recounts to Portia the various suitors that have sought her hand. She finds fault with all until Bassanio's name is mentioned. Here Shakespeare shows a distinction. The Nea-politan prince took so much interest in his horse that he boasted even of being able to shoe it. Faulconbridge, the young baron of England, is, in Portia's words, "A proper man's picture ; but alas ! who can converse with a dumb show ? '' But when Bas-sanio, the Venetian, a scholar and soldier, is named these two ac-complishments win for him favor in the eyes of Portia. In these examples Shakespeare made the educated man of greater weight than all the men of wealth, noble birth and polish. An educated person is recognized by people of less ability as being superior to them. This is also brought out plainly by THE GETTYSBURG MERCURY 195 Portia after Bassanio has opened the leaden casket, and, according to the command given in the stanza of poetry that it contained, has claimed her with a kiss. In the conversation that follows she calls herself an unlessoned, unschooled and unpractised girl, but not too old to learn. Thus she recognizes Bassanio as her superior. In turn, when Portia is pleading for Antonio, Shylock admires her ability to argue, and as soon as she seems to be giving justice to his side of the question, he bursts out in exclamations of praise. " A Daniel come to judgment! Yea a Daniel! O wise young judge, how I honor thee ! " Considering the fact that Portia has before this confessed herself to be an unschooled girl, such ability to plead a case seems contradictory ; but this shows that educa-tion is not merely book knowledge. Though Shylock may have thought that it was to his interest to laud the wise young judge, yet doubtless Shakespeare wished to lay stress upon the influence that an educated person has over an uneducated one. Lastly, a love for study and close application is necessary to acquire an education in the true sense of the word. In " Hamlet," where the king tells Hamlet that his intention to return to Wit-tenburg to school is contrary to the wishes of the king and queen, from the words, "We beseech you, bend you to remain here," we would infer that he was a diligent student and loved study. The most forcible illustration of this, however, is Prospero. He was so attentive to his books that he neglected his duties as a ruler even so much as to allow his brother to usurp the throne. In the conversation between Miranda and Ferdinand, while he was piling up the logs, Miranda requests Ferdinand to rest awhile, saying that, "He's hard at study. He's safe for these three hours." Indicating how diligently Prospero studied. These seem almost like words of advice from the great dramatist to those who wish to be real students, and they show that Shakespeare not only was favorable to education, but believed that everyone should be educated. O reader ! had you in your mind Such stores as silent thought can bring ; O gentle reader ! you would find A tale in everything. —Woods-worth. THE GETTYSBURG MERCURY THE MORSE VS. THE AUTOMOBILE. H. L. STIFEL, '03. pVER since this world began there has been in existence a cer- -*-' tain class of persons, who have opposed, with all their strength, every innovation, every invention, which untiring labor or a happy chance has brought before the public. Though I do not consider myself as one of this mean-spirited class, I wish to speak a word in favor of that good friend and servant of man, the horse, as opposed to the automobile. Of the three classes of the automobile, steam, gasoline and electric, it is hard to make a choice of the one with the least ob-jectionable features. The latter we may reject at once, owing to the difficulty in charging the batteries. An average electric ma-chine will run for twenty miles ; then it must be recharged. This circumstance renders it absolutely useless for long tours, as there are but few places along a country road where this recharging may be effected. Even in the city, the owner of this type of the automobile may find himself compelled to procure a team to drag home his horseless carriage. Nor is the steam wagon much better. It requires a great deal of labor in firing up before each trip. Another disagreeable feature is the incessant noise of the steam. Besides, a man must, to all purposes, know as much as a licensed engineer before he is capable of managing such a ma-chine. The steam pressure and the amount of water in the boiler must be careiully watched. The fire and fuel also require con-stant attention. There remains only the gasoline type. This is the most practical of all three, but it also has one very unpleasant feature. It is everywhere accompanied by the disagreeable odor of gasoline. Any one of these three classes, moreover, needs as much care as would two horses. The machine is fitted up with a large amount of nickel and brass trimmings, which, in order to be kept presentable, require as much polishing and cleaning as would a team. Then, too, the mechanism must be kept clean and free from rust, and must be thoroughly oiled, not to mention the fact that it must be kept in good running order. It has been asserted that the automobile will eventually dis-place the horse entirely. This I emphatically deny. In my opinion, it is only a fad which society, bored to the last degree, has taken up. At all events, in its present stage of development, THE GETTYSBURG MERCURY it is nothing but a toy. In the course of time the automobile may prove to be more serviceable thau the horse for heavy haul-ing or rapid transit, but it can never take the place of the hon-e for pleasure driving. There is a vast difference between guiding a mere machine and spinning along a road behind a spirited horse. The keen sense of satisfaction felt in the mastery of a creature of flesh and blood, intelligent, and with a will of its own, would be entirely absent in the running of an automobile. In regard to the matter of safety, the horse is again superior to the steam or gasoline wagon. A horse, on the darkest night, will keep on the road by instinct. An automobile, guided by a man, of course cannot do this, for man hasnot this instinct which is given to the animal. Therefore, the driver, if we may call the person who runs the automobile by that name, is likely to find himself lying in a ditch beside the road. We have often read of horses stopping and refusing to go on when their instinct tells them there is danger ahead. This again is impossible to the auto-mobile driver, for he receives no such warning. Naturally, an accident may happen to a careless driver with the most intelligent of horses; but is not the danger much greater when a careless man has a boiler full of steam, or a tank of gasoline under him ? A small stone, lying in the road, may strike a front wheel and throw the steering gear to one side, ditching the machine or send-ing it over an embankment, with an explosion, perhaps, as the result. An ordinary vehicle would simply run over the obstruc-tion with no worse effect than a slight jolt. In view of these facts, let us cling to the horse, an intelligent animal, capable of loving and of being loved, rather than take up the automobile, a thing of cogs and machinery. In following out this course we shall obtain more pleasure, and we shall obtain it with greater safety. Is it not, therefore, the more desirable ? o*p I hold it true, whate'er befall, I feel it when I sorrow most ; 'Tis better to have loved and lost Than never to have loved at all. -Tennyson. 198 THE GETTYSBURG MERCURY OUR OLD SCHOOL GROUND. [D. M. MISLCHIOR, '02.] TT may seem very odd that one should select a plain, country "■ school as the most interesting place he ever knew, yet, for me, there is no other place that carries with it so much personal interest as those nooks and crooks about our old school house. The beautiful parks about Philadelphia are very interesting not only for their beauty, but also for their historical connections; there is pleasure in watching the ocean dash its breakers against the beach of some seaside resort ; the rush and bustle of Broad-way is fascinating ; yet, I imagine that if I ever live to be an old man and think of the happy days of my past life, no recollections will come before me so vividly as those connected with that old school-ground. I should not say old so far as the building is concerned, for when I started to school it was a comparatively new one. About a quarter of a mile east of Springtown it stood—and still stands —upon a little hill beside a quaint, old Evangelical church. The house was a substantial brick building—much after the manner of all country school houses in a prosperous farming community. The playground was not much of a recommendation, for aside from being small it was uneven and rocky. It was probably for this reason that we sought other places for our sports and often wandered far beyond our prescribed limits. There was a row of sheds back of the church for the accom-modation of such church goers as were willing to pay a yearly rent to protect their teams from the rain or the burning sun. Here we would all gather on a rainy day, as long as it was not too cold, and amuse ourselves as best we could, playing such games as a half a hundred lively boys and girls could play in so small a space. On the east side of the building was an anything-but-hand-some- looking rail fence, and on the inner side of this we built huts, made of rails, corn-fodder, and dry leaves. At the back of these stood a row of cider and Baldwin apple trees, and many a feast we had off them, the owner having long before given up hope of ever getting any of the apples for himself. Running at right angles with the school ground was the road and right in front of the school house was the top of a very steep THE GETTYSBURG MERCURY 199 hill which afforded us ample means for coasting. And what sport is more fascinating than coasting when you have a straight '' drive " tor a quarter of a mile or more ? I remember one im-mense sled (double-deckers were unheard of at that time) which was the pride of the whole school. Two big fellows would sit on it facing each other, and then a heap of little boys would be piled on crosswise and away they'd go. At the top of the hill there were usually immense snow drifts, and it was lots of fun to tun-nel them. First a fellow would start from the top and, feet first, would work his way through until a good sized hole would be made. Then little subways were made until the top, becoming too weak, would fall in. In the field on the other side of the road we would often build an immense snow fort, and how hard we would fight to defend it! It would be captured and recap-tured, until the teacher's bell would call us to our afternoon's work. Below this field ran a mill race, and I can well remember how, in the early part of September, we would sneak down to it, undress and take a lively little swim in the almost bitter cold water—a practice that was prohibited not only by the teacher, but also by our parents. Once, especially, do I remember how I sneaked away one noon with a fishing line in my pocket to try a half hour's luck at angling, and how I slipped from a log, fell in to my waist, and in the hope of not being detected put on a brave face and determined to sit the whole afternoon in my wet trousers. But the teacher had heard of my misfortune through someone else and was waiting for me. Instead of getting a thrashing, he gave me a sealed note to take to my father and sent me home. Believing that a great deal of harm is often done by exposing domestic affairs, I'll not say anything of the interview with my father in his private study. After the long, weary winter months were past, Spring would arouse the sleeping fields and woods, and then perhaps the most fascinating part of those school days would come. The early flowers, especially arbutus, would come out in the valley below the school house, or on the mountain back of it; and many, many times we would scour those fields and bring back not only flowers, but turtles, snakes and other such harmless creatures as would terrify the girls. Then, although perhaps chiefly in the Autumn, would come the time to play Hare and Hound, and through fields, over 200 THE GETTYSBURG MERCURY streams, up the hills we would run, heedless of wet feet, torn clothes or of being late for school. Down at the foot of an adjoining field stood a lime kiln, and back of it along a small mountain creek we would sit and cut willow whistles, dare each other to do almost impossible feats, and just have a jolly good time. It was down there that on the last day of school we were always permitted to play that forbidden game—"ring tag." That was one of the times when the boys condescended to play with the girls, and everybody kissed every-body else good-bye. It was a bit of foolishness, and yet when one thinks back, and the faces of all those schoolmates come before him, he is struck with surprise to note what changes eight or nine years may bring. Some of them are married, a few have died, others are away attending some higher institution of learning, while the majority are still there, but gradually scattering one by one. Often, when thinking ofhome, I see before me that school house —a church on one side enclosed by a row of trees, fields of corn stubble on two other sides, and the well-travelled road directly in front. There is the narrow, rocky lane leading down to the mill-race, coasting down which a little girl, caught between a sled and rock, once broke a leg and was lamed for life. To one side stands the coal shed. On the right is the rock on which the auctioneer stood when we had "horse sales." So as I stand there and look upon spot after spot where one little thing or another happened that I shall never forget, it seems to me that if I live to be ninety years old, I shall never find a place of more personal interest than the scenes of my early country school life. Full many a gem of purest ray serene The dark, unfathomed caves of ocean bear ; Full many a flower is born to blush unseen And waste its sweetness on the desert air. —Grey. THE GETTYSBURG MERCURY 201 WHEN SHOULD A YOUNG MAN CHOOSE HIS PROFESSION ? HEIGHTMAN, '02. '"PHIS question, manifestly of so vast importance to every young *■ man, should be presented to him at an early age. But he should be careful lest he make a decision too hastily. Often does a man see his mistake too late when, after spending a long time in preparation, he enters upon his chosen profession, and feels that it will be neither pleasant nor profitable to him. But he can put the blame upon none else than himself, unless perchance he has been forced by his parents against his own will to choose a certain profession, though he has had from his early youth a long-ing to be engaged in another—one in which he is confident of success. This we know ought not to be. Every young man has, without doubt, an inclination to some one profession, and he should be allowed to pursue it and not be persuaded to follow the same profession in which his father is engaged, simply because his father has made a success of it. And then, too, how often is a young man led into his father's business at so early,an age that he is scarcely old enough to have formed a true conception of the world. True, it may be the very best thing the father can do to give his son employment as early as possible, especially if he be inclined to be wayward ; and still more, it may, as is often the case, make a good, energetic busi-ness man of him, when, if he were allowed to remain idle a year or more, he might contract slothful habits, which would cling to him all through life. But yet, I think the father makes a mis-take if he does not give his son ample time to learn to know the world, and to be able to decide rightly and satisfactorily his pro-fession for life. In doing this, however, the father should not allow him to spend one moment in idleness. If he cannot send him to college, he should ever have some duty for him to per-form, and should afford him every facility for improving his in-tellect, by encouraging him in a desire for knowledge, and by surrounding him with the best books. If a young man can go to college, and would make the best possible success in life, let him, by all means, decide before he goes to college, what will be his profession. Doing this he will have a motive before him, and will press onward with renewed vigor at every step of his advance. Throughout his course, 202 THE GETTYSBURG MERCURY whenever he learns anything which he knows will be of value when applied to his chosen profession, for the very reason that he realizes its worth to him, that knowledge will impress itself upon his mind, and he will retain it when he enters upon his pro-fession. How essential is it, in this our day, to concentrate our efforts upon one line of study or thought in order to reach that degree of excellence required if we would be among the men in the first ranks of our profession. Especially is this so in the ministry. It is the belief of some that the successful minister is the one who has made special preparation in the study of God's Word all through his college years before he enters the seminary. He will surely be able to understand theology much more readily if he is well versed in the truths of the Bible, upon which theology is based. So it is in the preparation for any profession. First to choose a profession, and then to use every effort to advance to as high a degree of perfection as possible in this one line of study, is the secret of the success of all eminent men. But there are those who are at a loss to make a choice—some thinking that they would not be suitable for the profession they would like, and continuing on in a state of indecision possibly throughout their course, while others, somewhat indolent, put it off until they find which one will require the least energy on their part. What a fatal mistake ! Not prepared for anything espe-cially, they may go out into a business life and be successful, but not, indeed, to the degree of success they would have had they made special preparation—nor would they have as much satisfac-tion. And again, does not every young man have some one talent, which, if he cultivate it, may not only give him wonderful suc-cess in life, but may make his name famous ; while, if he allow it to remain dormant, and gives it no attention, though it mani-fest itself repeatedly, he doubtless loses his one chance of suc-cess in life. However, a man cannot always know what this talent is. In this case, let him make an earnest endeavor to find out what he may best fit himself for, and in what direction his mind and pleasure are bent the more ; but let him quickly make his decision. THE GETTYSBURG MERCURY 203 MOW IT LOOKS PROM THE ROAD. A. L. VERMILYA. Search the woods and rake the meadows For a robin, owl or bat; Something that when slain and mounted May adorn my lady's hat. Rip the feathers off the songsters, Take each head and tail and wing, For them is my lady waiting, Tender-hearted, gracious thing. See her sitting in her carriage Making all the show she can ; On her head a cemetery, In her hand a feather fan. Yet she talks of love and mercy To all things in honeyed words, While she's decked in borrowed plumage Torn from slaughtered singing birds. O, Consistency! thou jewel, Teach these women common sense ; Teach them, while they prate of kindness, They themselves give rank offense. MY MIND TO ME A KINGDOM IS. My minde to me a kingdome is; Such perfect joy therein I finde As farre exceeds all earthly blisse, That God or Nature hath assignde ; Though much I want that most would have, Yet still my mind forbids to crave. —An Old Song. PATRONIZE OUR ADVERTISERS. C. P. SOLT MERCHANT TAILOR Masonic Bldg., GETTYSBURG Our collection of Woolens for the coming- Fall andWinter season cannot be surpassed for variety, attractive designs and general completeness. The latest styles of fashionable novelties in the most approved shades. Staples of exceptional merit, value and -wearing-durability. Also altering-, repairing-, dyeing- and scouring- at moderate prices. .FOR UP-TO-DATE. Clothing, Hats, Shoes, And Men's Furnishing- Goods, go to I. HALLEM'S MAMMOTH CLOTHING HOUSE, Chambersburg St., GETTYSBURG, PA. ESTABLISHED 1867 BY ALLEN WALTON. ALLEN K. WALTON, President and Treasurer. ROBT. J. WALTON Superintendent. flammelstomn Broom Stone Company Quarrymen and Manufacturers of Building Stone, Sawed Flagging and Tile Waltonville, Dauphin Co., Pa. Contractors for all kinds of Telegraph and Express Address. Cut StoneWork. BROWNSTONE, PA. Parties visiting' the Quarries will leave cars at Brownstone Station on the P. & R. R. R. For a nice sweet loaf of Bread call on J. RAMER Baker of Bread and Fancy Cakes, GETTYSBURG. PA. EIMER & AiUEND, Manufacturers and Importers of Chemicals and Chemical Apparatus 205, 207, 209 and 211 Third Avenue, Corner 18th Street NEW YORK. Finest Bohemian and German Glassware, Royal Berlin and Meissen Porcelain, Pure Hammered Platinum, Balances and Weights. Zeiss Mi-croscopes and Bacteriological Apparatus; Chemical Pure Acids and Assay Goods. SCOTT PAPER COMPANY MAKERS OF FINE TOILET PAPER 7th and Greenwood Ave. PHILADELPHIA PATRONIZE OUR ADVERTISERS. The Century Double-Feed Fountain Pen. Fully 'Warranted 16 Kt. Gold Pen, Iridium Pointed. GEO. EVELER, Agent for Gettysburg College PRICE LIST. No. 1. Chased, long- or short $2 00 No. 1. Gold Mounted 3 00 No. 3. Chased 3 00 No. 3. Gold Mounted 4 00 Spiral, Black or Mottled $2 SO Twist, " 2 50 Hexagon, Black or Mottled 2 SO Pearl Holder, Gold Mounted S 00 THE CENTURY PEN CO., WHITEWATER, WIS. Askyour Stationer or our Agent to show them toyou. Agood local agent-wanted in every school mmmmwmmmmwmwmmmmmmwwmm^ Printtigand We Print This Book THE MT. HOEEY STATIONERY AND PRINTING CO. does all classes of Printing' and Binding, and can furnish you any Book, Bill Head, Letter Head, Envelope, Card, Blank, or anything1 pertain-ing to their business in just as good style and at less cost than you can obtain same elsewhere. They are located among the mountains but their work is metropolitan. You can be convinced of this if you give them the opportunity. gi Mt. Holly Stationery and Printing Co. ^mTSiV ^iumiiuuiUiiuuiuuiiiUiuuiUiUiUiUiUiUiUiumi^ R H. S. BENNER, .DEALER IN. Groceries, Notions, Queensware, Glassware, Etc., Tobacco and Cigars. J7 CHAMBERSBURG ST. WE RECOMMEND THESE BUSINESS MEN. Pitzer House, (Temperance) JNO. E. PITZER, Prop. Rates $1.00 to $1.25 per day. Battlefield a specialty. Dinner and ride to all points of interest,including-the three days' figrht, $1.25. No. 127 Main Street. MUMPER & BENDER Furniture Cabinet Making, Picture Frames Beds, Springs, Mattresses, Etc. Baltimore St., GETTYSBURG, PA. You will find a full line of Pure Drugs and Fine Sta- People's Drug Store Prescriptions a Specialty. .00 TO. .fjotel (Gettysburg Barber Sfyop. Centre Square. B. M. SEFTON J. A. TAWNEY ** Is ready to furnish Clubs and Bread, Rolls, Etc. At short notice and reasonable rates. Washington & Middle Sts., Gettysburg. \YT TJ rT\nODT Successor to W. T . ^KJUKJISJ., Simon J.Codori Dealer in Beef, Pork, Lamb, Veal, Sausage. Special rates to Clubs. York St., GETTYSBURG. Davib Croxel, Dealer in ^ine (groceries anb notions t^x^york Street. .GO TO. CHAS. E. BARBEHENN, Barber In the Eagle Hotel, Cor. Main and Washington Sts. YOHN BROS Agents for the Keystone State, Waldo, Washburn, Groupner & Meyer. Highest Grade Mandolins, Guitars, Banjos, Mandollas and Mandocellos. Headquarters for Phonographs, Graphophones and supplies. Trimmings of every description. All sheet music one-half off. Large discounts on Books and studies. 326 Market St., Harrisburg, Pa. FAVOR THOSE WHO FAVOR US. Spaldings Foot Ball Supplies Are universally used wherever the game is played, thetrade mark being- the guarantee. TheSpalding-Official Inter-collegiate Foot Ball is used by all the leading- colleg-es and athletic clubs of the country/ Price $4.00. Send for catalogue of all Athletic Sports. Spalding's Official Foot Ball Guide, with the new rules for 1900, and records, reviews and instructions, including- pictures of 1600 play-ers. Price 10 cents. Sandow's Spring- Grip Dumb-Bells. In-vented by Sandow. Have no equal as an exerciser and developer. Every muscle benefited. Spalding-'s Championship Hammer with ball bearing* pivot and wire handles. Used by all experts. "H. Vardon" Golf Clubs. Made from Harry Vardon's own models furnished ex-clusively to us. Spalding-'s Athletic Library. Devoted to Athletic Sports. Published monthly. Ten cents per copy. Send for list. A. G. SPALDING & BROS. (Incorporated) NEW YORK CHICAGO DENVER ROWE, Your Grocer Carries Full Line of Groceries, Canned Goods, Etc Best Coal Oil and Brooms at most Reasonable Prices. OPPOSITE COLLEGE CAMPUS. S. J. CODORI, y* Druggists* Dealer in Drugs, Medicines, Toilet Articles, J> Stationery, .Blank Books, Amateur Pho-tographic Supplies, Etc., Etc. BALTIMORE ST. R. H. GULP PAPER HANGER, Second Square, York Street. COLLEGE EMBLEMS. EMIL ZOTHE, ENGRAVER, DESIGNER AND MANUFACTURING JEWELER. 19 S. NINTH ST. PHILADELPHIA SPECIALTIES: Masonic Marks, Society Badges, College Buttons, Pins, Scarf Pins, Stick Pins and Athletic Prizes. All Goods ordered through A. N. Beau. To Repair Broken Arti-cles use Remember '< MAJOR'S RUBBER CEMENT, MAJOR'S LEATHER CEMENT. Meneely Bell Co. TROY, N. Y. MANUFACTURERS OF SUPERIOR BELLS The 2000 pound bell now ringing; in the tower of Pennsylvania Col-lege was manufactured at this foundry. PATRONIZE OUR ADVERTISERS. The Pleased Customer Is not a stranger in our establish-ment— he's right at home, you'll see him when you call. We have the materials to please fastidious men. J. O. LIPPY, Merchant Tailor 39 Chambersburg St., Gettysburg, Pa. G, E. SPANGLER, Dealer in Pianos, Organs, Music, Musical Instruments, Strings, Etc. YORK STREET, 1ST SQUARE. GETTYSBURG. L. D. Miller, GROCER Confectioner and Fruiterer. Ice Cream and Oysters in Season. 19 Main St. GETTYSBURG City Hotel, Main St. Gettysburg. J* Free 'Bus to and from all Trains Thirty seconds' walk from either depot Dinner with drive over field with four or more, $1.35 Rates $1.50 to $2.00 per day- John E. Hughes, Frop. Capitol Ctt£ Cafe Cor. Fourth and Market Sts. HARRISBURG, PA. First-Class Rooms Furnished. Special Rates to Private Parties. Open Day and Night. European Plan. Eunch of All Kinds to Order at the Restaurant. ALDINQER'S CAPITOL CITY CAFE. POPULAR PRICES F. Mark Bream, Dealer in Fancy and Staple Groceries Telephone 29 Carlisle St., GETTYSBURG, PA. .Photographer. No. 3 Main St., GETTYSBURG, PENNA. Our new effects in Portraiture are equal to photos made anywhere, and at any price. PATRONIZE OUR ADVERTISERS Klrigbt, 140-142 Woodward Avenue DETROIT, MICH. Manufacturers of High Grade Fraternity Emblems Fraternity Jewelry Fraternity Novelties Fraternity Stationery Fraternity Invitations Fraternity Announcements Fraternity Programs Send for Catalogue and Price List. Special Designs on Application. MOTEL GETTYSBURG LIVERY GETTYSBURG, PA. LONG & MOLTZWORTM, Proprietors Apply at Office in the Motel for First-Class Guides and Teams THE BATTEFIELD A SPECIALTY Ube :S5oIton Market Square Ibarriaburg, flJa. Large and Convenient Sample Rooms, Passenger and Baggage Elevator. Electric Cars to and from Depot. Electric Light and Steam Heat. J. M. & M. S. BUTTERWORTH, Proprietors Special Rates for Commer-cial Men " EZ 1ST IMMER CUT ET WAS ZU WISSEIN." These are the words of Goethe, the great German poet, and are as true in our day as when uttered. In these times of defective vision it is good to know something about eyes. A great deal has been learned about the value of glasses and their application since Goethe lived. Spectacle wearers have increased by thousands, while at the same time, persons losing their eyesight, have been greatly diminished. If your eyes trouble you in any way let me tell you the cause. Examination free and prices reasonable. We grind all our own lenses and fit the best lenses (no matter what anyone else has charged you) for $2.50 per pair and as cheap as SO cents per pair, or duplicate a broken lens if we have one-half or more of the old one, at a reasonable charge, returning same day received. .E. L. ECOLE. 807 and 809 North Third Street, HARRISBURG, PA PATRONIZE OUR ADVERTISERS- (^entpol Jlotel, ELIAS FISSEL, Prop. (Formerly of Globe Hotel) Baltimore Street, Gettysburg, Pa. Two doors from Court House. MODERN IMPROVEMENTS. Steam Heat, Electric Light and Call Bells all through the House. Closets and Bath Rooms on Every Floor. Sefton & Fleni-ming's Livery is connected with this Hotel. Good Teams and Competent Guides for the Battlefield. Charges Moderate, Satisfaction Guaranteed. Rates $1.50 Per Day. GET A SKATE ON And send all your Soiled Linen to the Gettysburg Steam Laundry R. R. LONG, Prop. R. A. WONDERS, Corner Cigar Parlors. A full line of Cigars, Tobacco, Pipes, Etc. Scott's Corner, Opp. Eagle Hotel. GETTYSBURG, PA. c Try My Choice Line of A High-Grade Chocolates ^ at 40c per lb. Always fresh at J[ C CHAS. H. McCLEARY (| Carlisle St., Opposite W. M. R. R. U Also Foreign and Domestic Fruits Y' Always on Hand. JOHN M. MINNIGH, Gonfeetionepy, lee, •■-""lee Creams. Oysters Stewed and Fried. No. 17 BALTIMORE ST. The Leading Barber CSfyop (Successor to C. C. Sefton) Having- thoroughly remodeled the place is now ready to accommodate the public Barber Supplies a Specialty. .Baltimore Street. ESTABLISHED 1876 PENROSE MYERS, Watchmaker and Jeweler Gettysburg Souvenir Spoons, Col-lege Souvenir Spoons. NO. 10 BALTIMORE ST., GETTYSBURG, PENNA. L. f\. klltW Manufacturers' Agent and Jobber of Hardware, Oils, Paints and Queensware. GETTYSBURG, PA. The Only Jobbing House in Adams County.
Próleg i epíleg també en castellà ; The thesis "The form of living in modern Belgian architecture" is a travel through the most industrialized cities of Belgium. lts main objective is to investigate the history of the social habitat in this country, with the aim to reveal the essence of the Belgian modernity and its compromise with the architecture and town planning. Through an excursus on the social housing development, from the nineteenth century to the garden-city,the investigation proposes an historical reconstruction of the modern social housing with a particular emphasis on the importance, growth and tate of neighbourhoods with high-density population. In fact, the hypothesis of this work is that the collective housing has been the innovative element in the experience of a new method of urban planning, and thus a generator cell of Belgian modernity. The research bases itself on the analysis of two projects of workers-city, Grand Hornu and Bois du Luc, built in the nineteenth century using architectural quotations and allusions to try to shape a new reality: the monad life-work. From this time onwards, the social architecture in Belgium was the protagonist of a major evolution concerning the birth of metropolis. Starting from the late nineteenth century, Belgian hygienists gathered the attention around the problem of living in an healthy city, and the need to offer to the workers, most of whom were employed in the many coal mines of the country, a dignified housing. At this time, the garden-city was becoming the most diffused spatial conformation supporting the belief that living in a natural environment could have restored the purity subtracted from the poisons of the devourer city. The new garden-city acted as an organism to encourage the construction of new housing and to propose solutions that consecrated the desire to give to the city a modern future, which could have been an example to export . Without doubts, the rising of architectural and urban theories urged the Belgian society to take care of the issues concerning new lifestyles and therefore experiment novel models of community with the aim to renew the society itself. In the early twentieth century, the enthusiasm of young architects animated Victor Bourgeois (1897-1962) , Huib Hoste (1881-1957), Louis Van der Swaelmen (1883-1929) and Anto ine Pompe (1873-1980) to be active in the debate forwarded by the CIAM, which resulted in the division into two main architectural trends pursuing either the line or the organic form. Later on, the debate on social housing became the cradle for chimeric suggestions, like the one presented in the thirties by the architect Juliaan Schillemans (1906-1943) ,who designed an ideal "world-city ", for thirty-five millions inhabitants, with the aim to redefine the style lifestyle of a society without boundaries. More pragmatically, in the 50s, architects groups like EGAU (Etudes en groupe d'architecture et d'urbanisme), formed by Charles Carlier (1916-1993), Hyacinthe Lhoest (1913 to 1983) and Jules Mozin (1914- 1995) and the Groupe L'Equerre (1935) raised, through a fervent political activism, a reflection on the topic of housing and how to redesign new spaces. In particular, L'Equerre collaborated with the Flemish architect Renaat Braem (1910-2001) who considered architecture as the art to reorganize the human, environment and an instrument to free the society from the hierarchies inherited from the past. On the other side, the works of Groupe EGAU and the architect Willy Van Der Meeren (1923-2002) distinguished themselves in the same current for a strenuous research in the low cost housing field and for the housing solutions presented in the competition organized by CECA (European Coal and Steel Community). ; La Tesi, intitolata La forma del/'abitare nell'architettura moderna belga, e un viaggio, attraverso le citta piu industrializzate del Belgio, che si propone, come obiettivo principale, di fare luce sulla storia dell'habitat sociale in questo paese, per rivelare l'essenza della modernita belga e il suo compromesso con l'architettura e l'urbanistica. Mediante un excursus sullo sviluppo delle abitazioni collettive, dai principi dell'Ottocento alle citta giardino, l'investigazione pretenderebbe di ricostruire la storia degli alloggi sociali moderni e l'importanza dei quartieri ad alta densita abitativa, la loro crescita e il loro destino. lnfatti, l'ipotesi e che e proprio l'abitazione collettiva sia stata !'elemento singolare nell'esperienza di un nuovo metodo di progettazione urbana, come cellula generatrice della modernita belga. Lo studio prende spunto dall'interesse per i progetti delle citta operaie di Grand Hornu e Bois du Luc, edificate nel XIX secolo, che sfruttarono citazioni e allusioni architettoniche per cercare di costruire una nuova realta: quella della monade vita-lavoro. Da questo periodo in poi, l'architettura sociale in Belgio fu l'attrice di una evoluzione importante, avente ad oggetto la nascita della metropoli. Dalla fine del XIX secolo, gli igienisti belgi manifestarono il problema della salubrita della citta, e della necessita di poter offrire agli operai, la maggior parte dei quali impiegati nelle numerase miniere di carbone del paese, delle abitazioni degne. lnoltre, in questo periodo, si appoggio con decisione la conformazione spaziale proposta dalle citta giardino, avvallando la convinzione che reintrodursi in un ambiente naturale avrebbe potuto ristabilire la purezza sottratta dai veleni della citta divoratrice. Le nuove citta giardino funsero da organismi che incoraggiavano la costruzione di nuovi alloggi e proponevano soluzioni che consacravano il desiderio di conferire alla citta moderna un avvenire che avrebbe potuto essere un exemplum da esportare. Senza dubbio, le nuove teorie architettoniche e urbanistiche esortarono la societa belga a sollevare nuove questioni sullo stile di vita e a sperimentare nuovi modelli di collettivita, volti al rinnovo della societa. L'entusiasmo dei giovani architetti del primo Novecento animo Víctor Bourgeois (1897-1962), Huib Hoste (1881-1957), Louis Van der Swaelmen (1883-1929), Antoine Pompe (1873-1980) a essere attivi nel dibattito avanzato dai CIAM, e, a dividersi in due correnti architettoniche, perseguendo la linea piuttosto che la forma organica. In seguito, il dibattito sulle abitazioni sociali divenne la cuila per proposte chimeriche, come quella presentata, negli anni trenta, dall'architetto Juliaan Schillemans (1906-1943), il quale disegno un'ideale "citta mondiale", pensata per ben trentacinque milioni di abitanti, con lo scopo di ridefinire il modus vivendi di una societa senza confini. In maniera piu pragmatica, negli anni '50, si consolidarono gruppi di architetti come gli EGAU (Etudes en groupe d'architecture et d'urbanisme), formato da Charles Carlier (1916-1993), Hyacinthe Lhoest (1913- 1983) e Jules Mozin (1914-1995), e l'Equerre (1935) che imposero, attraverso un fervente attivismo político, una riflessione sul tema dell'alloggio e si adoperarono nel ridisegnare nuovi spazi. Con l'Equerre collaboro l'architetto fiammingo Renaat Braem (1910-2001) che considerava l'architettura come l'arte della riorganizzazione del medio umano e un mezzo per liberare la societa dalle gerarchie ereditate nel passato. Mentre, l'opera di EGAU e quella dell'architetto Willy Van Der Meeren (1923-2002) si contraddistinsero, nello stesso filone, per una strenua ricerca nell'ambito degli alloggi a basso costo e per le soluzioni abitative presentate al concorso indetto da CECA (Comunita europea del carbone e dell'acciaio). La presente Tesi di Dottorato sara spunto futuro di comprensione di come il moderno modello di gestione dello spazio si sia evoluto in epoca odierna. Il microcosmo delle colonie di carbone connotava un interno artificiale che l'investigazione aspira a intendere, decifrando tutta la complessita di un progetto d'architettura nelle sue fasi di ideazione, costruzione e rilettura, e ponderando gli intrecci tra storia, paesaggio, aree periferiche con gli ancestrali vincoli tra architettura, citta, habitat. ; La Tesis, "La forma dell'abitare nell'architettura moderna belga", es un viaje, a través de las ciudades más industrializadas de Bélgica, que se propone, como objetivo principal de estudio de analizar la singular historia del hábitat social de este país para revelar la esencia de la modernidad belga y su compromiso con la arquitectura y el urbanismo. Gracias a un excursus sobre el desarrollo de las viviendas colectivas, desde los principios del siglo XIX, hasta las ciudades jardín, se pretende, reconstruir la historia de la vivienda social moderna y la importancia de los barrios con alta densidad residencial, sus crecimientos y su desarrollo. La hipótesis plantea cómo la vivienda colectiva constituye el elemento singular en la experiencia de un nuevo método de proyectación urbana, como célula generadora de la modernidad belga. La investigación surge del interés por los proyectos de las ciudades obreras del Grand Hornu y de Bois du Luc, edificadas en el XIX siglo, que utilizaron símbolos e alusiones arquitectónicas para construir una nueva realidad: la mónada vida-trabajo. A partir de este momento en adelante, la arquitectura social en Bélgica fue el centro de una importante evolución sobre el nacimiento de la metrópoli. Asimismo, desde el final del siglo XIX, los higienistas belgas habían planteado el problema de la salubridad de la ciudad y la necesidad de poder ofrecer unas viviendas dignas a la clase trabajadora mayoritariamente, empleados en las numerosas minas de carbón del país. En este período, se consolida la configuración espacial propuesta por las ciudades jardín, que pretende reestablecer la relación con el entorno natural y recuperar la salubridad afectada por los contaminantes de la ciudad industrial. Las nuevas ciudades jardín promovieron la construcción de nuevos alojamientos y además ofrecieron soluciones que confirmaban el deseo de otorgar a la ciudad moderna un futuro que hubiese podido ser un modelo a exportar. Sin duda, las nuevas teorías arquitectónicas y urbanas sugirieron la voluntad de impulsar a la sociedad belga a experimentar nuevos modelos colectivos. Este intenso deseo de reformar el estilo de vida, constituye un importante aspecto para analizar, en el curso de la tesis, las cuestiones planteadas por los utopistas y sus experiencias comunitarias. El entusiasmo de los jóvenes arquitectos del siglo XX, Víctor Bourgeois (1897-1962}, Huib Hoste (1881-1957), Louis Van der Swaelmen (1883-1929) ó Antaine Pompe (1873-1980), suscitó su participación en el debate de los CIAM y los impulsa a dividirse en dos tendencias arquitectónicas, persiguiendo la línea antes que la forma orgánica. Posteriormente, estos ensayos iniciales serán la base para la mayoría de las propuestas visionarias como la realizada por el arquitecto de los años treinta Julian Schillemans (1906-1943), que concibe una utópica "ciudad mundial" concebida para treinta y cinco millones de habitantes con el fin de redefinir el modus vivendi de una sociedad sin fronteras. De una manera más pragmática, en los años 50, la consolidación de grupos de arquitectos como los EGAU, (Etudes en groupe de architecture et de urbanisme), formado por Charles Carlier (1916-1993), Hyacinthe Lhoest (1913-1983) y Jules Mozin (1914- 1995) y l'Equerre (1935) planteó, a través de un ferviente activismo político, una reflexión sobre el tema del alojamiento y se afanó en rediseñar nuevos modelos. Con l'Equerre colaboró el arquitecto flamenco Renaat Braem (1910-2001) que consideraba la arquitectura como el arte de la reorganización del medio humano y un medio para eliminar las jerarquías de la sociedad heredados del pasado; mientras que el trabajo del colectivo EGAU y el del arquitecto Willy Van Der Meeren (1923-2002) se caracterizaron por una vigorosa investigación sobre la vivienda de bajo coste como la vivienda presentada al concurso de CECA (la Comunidad Europea del Carbón y del Acero). ; Postprint (published version)
Próleg i epíleg també en castellà ; The thesis "The form of living in modern Belgian architecture" is a travel through the most industrialized cities of Belgium. lts main objective is to investigate the history of the social habitat in this country, with the aim to reveal the essence of the Belgian modernity and its compromise with the architecture and town planning. Through an excursus on the social housing development, from the nineteenth century to the garden-city,the investigation proposes an historical reconstruction of the modern social housing with a particular emphasis on the importance, growth and tate of neighbourhoods with high-density population. In fact, the hypothesis of this work is that the collective housing has been the innovative element in the experience of a new method of urban planning, and thus a generator cell of Belgian modernity. The research bases itself on the analysis of two projects of workers-city, Grand Hornu and Bois du Luc, built in the nineteenth century using architectural quotations and allusions to try to shape a new reality: the monad life-work. From this time onwards, the social architecture in Belgium was the protagonist of a major evolution concerning the birth of metropolis. Starting from the late nineteenth century, Belgian hygienists gathered the attention around the problem of living in an healthy city, and the need to offer to the workers, most of whom were employed in the many coal mines of the country, a dignified housing. At this time, the garden-city was becoming the most diffused spatial conformation supporting the belief that living in a natural environment could have restored the purity subtracted from the poisons of the devourer city. The new garden-city acted as an organism to encourage the construction of new housing and to propose solutions that consecrated the desire to give to the city a modern future, which could have been an example to export . Without doubts, the rising of architectural and urban theories urged the Belgian society to take care of the issues concerning new lifestyles and therefore experiment novel models of community with the aim to renew the society itself. In the early twentieth century, the enthusiasm of young architects animated Victor Bourgeois (1897-1962) , Huib Hoste (1881-1957), Louis Van der Swaelmen (1883-1929) and Anto ine Pompe (1873-1980) to be active in the debate forwarded by the CIAM, which resulted in the division into two main architectural trends pursuing either the line or the organic form. Later on, the debate on social housing became the cradle for chimeric suggestions, like the one presented in the thirties by the architect Juliaan Schillemans (1906-1943) ,who designed an ideal "world-city ", for thirty-five millions inhabitants, with the aim to redefine the style lifestyle of a society without boundaries. More pragmatically, in the 50s, architects groups like EGAU (Etudes en groupe d'architecture et d'urbanisme), formed by Charles Carlier (1916-1993), Hyacinthe Lhoest (1913 to 1983) and Jules Mozin (1914- 1995) and the Groupe L'Equerre (1935) raised, through a fervent political activism, a reflection on the topic of housing and how to redesign new spaces. In particular, L'Equerre collaborated with the Flemish architect Renaat Braem (1910-2001) who considered architecture as the art to reorganize the human, environment and an instrument to free the society from the hierarchies inherited from the past. On the other side, the works of Groupe EGAU and the architect Willy Van Der Meeren (1923-2002) distinguished themselves in the same current for a strenuous research in the low cost housing field and for the housing solutions presented in the competition organized by CECA (European Coal and Steel Community). ; La Tesi, intitolata La forma del/'abitare nell'architettura moderna belga, e un viaggio, attraverso le citta piu industrializzate del Belgio, che si propone, come obiettivo principale, di fare luce sulla storia dell'habitat sociale in questo paese, per rivelare l'essenza della modernita belga e il suo compromesso con l'architettura e l'urbanistica. Mediante un excursus sullo sviluppo delle abitazioni collettive, dai principi dell'Ottocento alle citta giardino, l'investigazione pretenderebbe di ricostruire la storia degli alloggi sociali moderni e l'importanza dei quartieri ad alta densita abitativa, la loro crescita e il loro destino. lnfatti, l'ipotesi e che e proprio l'abitazione collettiva sia stata !'elemento singolare nell'esperienza di un nuovo metodo di progettazione urbana, come cellula generatrice della modernita belga. Lo studio prende spunto dall'interesse per i progetti delle citta operaie di Grand Hornu e Bois du Luc, edificate nel XIX secolo, che sfruttarono citazioni e allusioni architettoniche per cercare di costruire una nuova realta: quella della monade vita-lavoro. Da questo periodo in poi, l'architettura sociale in Belgio fu l'attrice di una evoluzione importante, avente ad oggetto la nascita della metropoli. Dalla fine del XIX secolo, gli igienisti belgi manifestarono il problema della salubrita della citta, e della necessita di poter offrire agli operai, la maggior parte dei quali impiegati nelle numerase miniere di carbone del paese, delle abitazioni degne. lnoltre, in questo periodo, si appoggio con decisione la conformazione spaziale proposta dalle citta giardino, avvallando la convinzione che reintrodursi in un ambiente naturale avrebbe potuto ristabilire la purezza sottratta dai veleni della citta divoratrice. Le nuove citta giardino funsero da organismi che incoraggiavano la costruzione di nuovi alloggi e proponevano soluzioni che consacravano il desiderio di conferire alla citta moderna un avvenire che avrebbe potuto essere un exemplum da esportare. Senza dubbio, le nuove teorie architettoniche e urbanistiche esortarono la societa belga a sollevare nuove questioni sullo stile di vita e a sperimentare nuovi modelli di collettivita, volti al rinnovo della societa. L'entusiasmo dei giovani architetti del primo Novecento animo Víctor Bourgeois (1897-1962), Huib Hoste (1881-1957), Louis Van der Swaelmen (1883-1929), Antoine Pompe (1873-1980) a essere attivi nel dibattito avanzato dai CIAM, e, a dividersi in due correnti architettoniche, perseguendo la linea piuttosto che la forma organica. In seguito, il dibattito sulle abitazioni sociali divenne la cuila per proposte chimeriche, come quella presentata, negli anni trenta, dall'architetto Juliaan Schillemans (1906-1943), il quale disegno un'ideale "citta mondiale", pensata per ben trentacinque milioni di abitanti, con lo scopo di ridefinire il modus vivendi di una societa senza confini. In maniera piu pragmatica, negli anni '50, si consolidarono gruppi di architetti come gli EGAU (Etudes en groupe d'architecture et d'urbanisme), formato da Charles Carlier (1916-1993), Hyacinthe Lhoest (1913- 1983) e Jules Mozin (1914-1995), e l'Equerre (1935) che imposero, attraverso un fervente attivismo político, una riflessione sul tema dell'alloggio e si adoperarono nel ridisegnare nuovi spazi. Con l'Equerre collaboro l'architetto fiammingo Renaat Braem (1910-2001) che considerava l'architettura come l'arte della riorganizzazione del medio umano e un mezzo per liberare la societa dalle gerarchie ereditate nel passato. Mentre, l'opera di EGAU e quella dell'architetto Willy Van Der Meeren (1923-2002) si contraddistinsero, nello stesso filone, per una strenua ricerca nell'ambito degli alloggi a basso costo e per le soluzioni abitative presentate al concorso indetto da CECA (Comunita europea del carbone e dell'acciaio). La presente Tesi di Dottorato sara spunto futuro di comprensione di come il moderno modello di gestione dello spazio si sia evoluto in epoca odierna. Il microcosmo delle colonie di carbone connotava un interno artificiale che l'investigazione aspira a intendere, decifrando tutta la complessita di un progetto d'architettura nelle sue fasi di ideazione, costruzione e rilettura, e ponderando gli intrecci tra storia, paesaggio, aree periferiche con gli ancestrali vincoli tra architettura, citta, habitat. ; La Tesis, "La forma dell'abitare nell'architettura moderna belga", es un viaje, a través de las ciudades más industrializadas de Bélgica, que se propone, como objetivo principal de estudio de analizar la singular historia del hábitat social de este país para revelar la esencia de la modernidad belga y su compromiso con la arquitectura y el urbanismo. Gracias a un excursus sobre el desarrollo de las viviendas colectivas, desde los principios del siglo XIX, hasta las ciudades jardín, se pretende, reconstruir la historia de la vivienda social moderna y la importancia de los barrios con alta densidad residencial, sus crecimientos y su desarrollo. La hipótesis plantea cómo la vivienda colectiva constituye el elemento singular en la experiencia de un nuevo método de proyectación urbana, como célula generadora de la modernidad belga. La investigación surge del interés por los proyectos de las ciudades obreras del Grand Hornu y de Bois du Luc, edificadas en el XIX siglo, que utilizaron símbolos e alusiones arquitectónicas para construir una nueva realidad: la mónada vida-trabajo. A partir de este momento en adelante, la arquitectura social en Bélgica fue el centro de una importante evolución sobre el nacimiento de la metrópoli. Asimismo, desde el final del siglo XIX, los higienistas belgas habían planteado el problema de la salubridad de la ciudad y la necesidad de poder ofrecer unas viviendas dignas a la clase trabajadora mayoritariamente, empleados en las numerosas minas de carbón del país. En este período, se consolida la configuración espacial propuesta por las ciudades jardín, que pretende reestablecer la relación con el entorno natural y recuperar la salubridad afectada por los contaminantes de la ciudad industrial. Las nuevas ciudades jardín promovieron la construcción de nuevos alojamientos y además ofrecieron soluciones que confirmaban el deseo de otorgar a la ciudad moderna un futuro que hubiese podido ser un modelo a exportar. Sin duda, las nuevas teorías arquitectónicas y urbanas sugirieron la voluntad de impulsar a la sociedad belga a experimentar nuevos modelos colectivos. Este intenso deseo de reformar el estilo de vida, constituye un importante aspecto para analizar, en el curso de la tesis, las cuestiones planteadas por los utopistas y sus experiencias comunitarias. El entusiasmo de los jóvenes arquitectos del siglo XX, Víctor Bourgeois (1897-1962}, Huib Hoste (1881-1957), Louis Van der Swaelmen (1883-1929) ó Antaine Pompe (1873-1980), suscitó su participación en el debate de los CIAM y los impulsa a dividirse en dos tendencias arquitectónicas, persiguiendo la línea antes que la forma orgánica. Posteriormente, estos ensayos iniciales serán la base para la mayoría de las propuestas visionarias como la realizada por el arquitecto de los años treinta Julian Schillemans (1906-1943), que concibe una utópica "ciudad mundial" concebida para treinta y cinco millones de habitantes con el fin de redefinir el modus vivendi de una sociedad sin fronteras. De una manera más pragmática, en los años 50, la consolidación de grupos de arquitectos como los EGAU, (Etudes en groupe de architecture et de urbanisme), formado por Charles Carlier (1916-1993), Hyacinthe Lhoest (1913-1983) y Jules Mozin (1914- 1995) y l'Equerre (1935) planteó, a través de un ferviente activismo político, una reflexión sobre el tema del alojamiento y se afanó en rediseñar nuevos modelos. Con l'Equerre colaboró el arquitecto flamenco Renaat Braem (1910-2001) que consideraba la arquitectura como el arte de la reorganización del medio humano y un medio para eliminar las jerarquías de la sociedad heredados del pasado; mientras que el trabajo del colectivo EGAU y el del arquitecto Willy Van Der Meeren (1923-2002) se caracterizaron por una vigorosa investigación sobre la vivienda de bajo coste como la vivienda presentada al concurso de CECA (la Comunidad Europea del Carbón y del Acero). ; Postprint (published version)
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Corti湲고뙋�쓽 移섏쑀�뒗 �냼�떎�맂 �꽭�룷�쓽 二쇱쐞�뿉 �옍議댄빐 �엳�뒗 蹂댁"�꽭�룷�뱾�쓽 鍮꾨��� �씠二쇱뿉 �쓽�빐 ��移섎릺�뿀�떎. �씠�긽怨� 媛숈씠 1KHz�쓽 �삊���뿭�냼�쓬�쓣 110dB濡� �끂異쒖떆耳곗쓣 �븣 ���슦媛곸쓽 泥⑤떒�쉶�쟾履쎌쑝濡� 媛� �닔濡� 湲곌퀎�쟻 �옣�븷�뿉 �쓽�븳 �넀�긽�삎�깭媛� 愿�李곕릺�뿀�쑝硫� 湲곗��쉶�쟾履쎌쑝濡� 媛덉닔濡� �떊吏꾨��궗 �옣�븷 �뿉 �쓽�븳 Corti湲곌��쓽 蹂��솕瑜� 蹂댁��떎. �삉�븳 �룞�씪 �쇅�쑀紐⑥꽭�룷�궡�뿉�꽌�룄 �꽭�룷�쓽 �냼�뵾�뙋履쎌뿉�꽌 �뒗 二쇰줈 �떊吏꾨��궗�옣�븷�뿉 �쓽�븳 �넀�긽�씠 愿�李곕릺�뿀�쑝硫� 蹂댁"�꽭�룷�� �씤�젒�븳 �븯遺��뿉�꽌�뒗 湲곌퀎�쟻 �옣�븷�뿉 �쓽�븳 �넀�긽�쓣 蹂댁뿬 ���옄媛� �궗�슜�븳 �냼�쓬�뿉 �쓽�븳 Corti湲곌��쓽 �넀�긽湲곗쟾�� �넀�긽�씠 �삤 �뒗 �옣�냼�뿉 �뵲�씪�꽌�룄 �떎由꾩쓣 �븣 �닔 �엳�떎. �븳�렪 �넀�긽 �썑 移섏쑀�뒗 �듅�씠�븳 移섏쑀�삎�깭瑜� 蹂댁뿬 �꽭�룷遺꾩뿴 �뾾�씠 �씤�젒�빐 �엳�뒗 蹂댁"�꽭�룷�뱾�쓽 鍮꾨� 諛� �씠二쇱뿉 �쓽�빐 移섏쑀�릺�뿀�쑝硫� �씠�뒗 �넀�긽 �씤洹쇱뿉 �옍議댄빐 �븯�뒗 Corti湲곌��씠 �궡�엫�봽�굹 lysosomal enzyme�뿉 �삤�뿼�릺�뒗 寃껋쓣 諛⑹��븿�쑝濡쒖뜥 Corti湲곌��쓽 �넀�긽�씠 �솗���릺吏� �븡寃� �븷 �닔 �엳�떎. �뵲�씪�꽌 �븵�쑝濡� 蹂댁"�꽭�룷�쓽 鍮꾨�瑜� 珥됱쭊�떆�궎�뒗 �빟臾쇱쓣 媛쒕컻�븯�뿬 議곗냽�엳 移섏쑀媛� �씠猷⑥뼱吏��룄濡� �븯�뒗 寃껊룄 �냼�쓬�꽦 �궃泥��쓽 移섎즺媛� �삁諛⑹뿉 以묒슂�븯�떎怨� �깮媛곷릺�뿀�떎. A Spontaneous Healing Process of Corti's Organ Following Noise Exposure Tae Yong Moon Department of Medical Science The Graduate School, yonsei University (Directed by Professor In Yong Park, M.D.) Noise-induced hearing loss was recognized as an occupational hazard for military service-men, hunters, factory employees and others exposed to loud noises, as early as the 1880s by Gottstein and Kaiser(1881) and Holt(1883). In the Past several decades, many researchers have focused attention on this problem in view of the increase of noise in the environment and its possible deleterious effects on the hearing organ. Therefore, tremendous studies have been done in many ways, including morphological, audiological, and biochemical approaches. However, several Questions still remain to be answered, including those related to: (1) mechanism(s) involved in the damage to the hearing organ caused by various noises, (2)the healing process of the hearing organ after noise trauma, (3) more accurate damage risk criteria, (4) discrepancies between histopathological changes and deteriorations of function, and (5) treatment of noise-induced hearing loss. The purposes of this study are to describe the timed sequence of morphological change occuring in the organ of Corti following exposure to one particular stimulus, and to identify the source of the cells which form the epithelial scar in the organ of Corti and the manner in which this scarring occurs. Materials and Methods As experimental animals, thirty-two adults cats, showing a positive preyer reflex and weighing 2�댘3 kg, were used. Twenty-eight of the cats were divided into 7 groups of 4 each, according to the timed sequences following the exposure to a specific loud noise and 4 cats were used as controls. Animals were exposed to the narrow-band noisy of 1KHz at the level of 110 dB SPL for 5 hours continuously. One group each of the cats was sacrificed 1 hour, 3 hours, 1 day, 3 days, 7 days, 14 days, and 30 days following the exposure to the noise. The temporal bones were removed, and the cochleas were processed for light and electron microscopic(scanning and transmission) examinatons as follows : 1. Intracardial perfusion with 2.5% glutaraldehyde fixative was performed under the general anesthesia and transtrmpanic fixation was also done through the round window. 2. Temporal boners used for light and transmission electron microscopic examinations were decalcified with 4.5% EDTA and 2.5% glutaraldehyde solution. 3. Temporal boners used for electron microscopic study were refined with 1.33% osmium tetroxide solution. 4. The cochleas were dissected in 70% ethanol and further processed for the scanning and transmission electron microscopic studies. Reaults and Conclusions 1. The outer hair cells were the first targets of damage following the exposure to the noire and showed the most severe morphological changes. 2. A few cochleas showed the holes in the reticular lamina of the outer hair cells 1�댘3 hours after exposure to the noise. 3. Various changes in the OHC-stereocilia were noticed 1�댘3 hours after the exposure to the noise including the followings : (1) loss of rigidity(floppiness), (2) fracture of their neck portions, (3) fusion of cilia, (4) partial loss of cilia, (5) belb formation of their apical ends, and (6) partial defeats of their plasma membranes and disarray of the actin-filament arrangement. 4. Conglomerations of lysosomes and degenerative changes of mitochondria were observed in the subcuticular regions of the OHCs. 5. One to three hours after the exposure to the noise, the OHCs showed a partial loss of their plasma membranes and some cell membranes appeared to have stretched. However, neural synapses appeared to be normal. 6. One to three days after the exposure to the noise, the extent of OHCs lesions was greater. However, the holes which had appeared in the reticular lamina of the OHCs were found to be sealed. 7. Changes similar to those which were observed in the OHCs 1�댘3 hours after the exposure to the noise were noticed in the IHCs 1 to 3 days after the exposure to the noise and the supporting cells also showed signs of damage at this time. 8. The degeneration and the healing process, in the OHCs, the IHCs, and the supporting cel1s(in that order) of the organ of Corti, were nearly completed 7�댘14 days after the exposure to the noise. 9. The healing or the organ of Corti became complete 30 days after the exposure to the noise. Nevertheless, a few stereocilia remained damaged(fusion, giant cilia, and partial loss)at this time. 10. The sites of cell-lose lesions were sealed by the hypertrophr and the migration of the supporting cello which remained, surrounding them. The results of the above investigation suggest that there are several mechanisms causing injury to the organ of Corti, depending on the Bites damaged and the timed sequence after the exposure to the noise such as mechanical injury, vascular disturbances, ionic changes, metabolic exhaustion. In addition, the mechanism involved in the further degeneration of Corti's organ 1�댘3 days after the exposure to the noisy was probably the ionic contamination of the cortilymph through the reticular lamina of the OHCs and the effects of lysosomal enzymes produced by the hair-cells degeneration. The present results also suggest that if drugs to promote the hypertrophy of the supporting cells could be developed, they would quite possibly be helpful in healing the injured organ of Corti. ; restriction
FEBRUARY, J900 ■ Gettysbur Mercury CONTENTS. Puzzles and their Value in Men-tal Training, 261 How Obtain Equilibrium be-tween Production and Con-sumption, 265 Scene in the Forest, Orlando Soliloquizing, 271 Education more than a Means of Gaining a Livelihood, 272 A Comparative Study in Ruskin, 274 Editorials 278 Economic Results of Gambling, 279 Results of the Art of Healing,. 282 Public Control of Industries 285 The Power of Ignorance; 292 KAVOR THOSE WHO FAVOR US. For Fine. Printing go to p o ,,0 CARLISLE ST. GETTYSBURG, PA. C. B. Kitzmiller Dealer in Hats, Caps, Boots and . Douglas Shoes GETTYSBURG, PA. J. H. Myers Fashionable Tailor, Clothier and Gents' Furnisher. The best place in town to taaveyourCloth-ing made to order. All workmanship and Trimmings guaranteed. No charge for re-pairs and pressing for one year. Dyeing and Repairing a specialty. Ready-made Clothing the largest stock in town. Up-to-date styles. 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Students, Professors and Alumni are cordially invited to contribute. All subscriptions and business matter should be addressed to the Business Manager. Articles for publication should be addressed to the Editor. Address THE GETTYSBURG MERCURY, GETTYSBURG, PA. PUZZLES AND THEIR VALUE IN MENTAL TRAINING. [GIES PRIZE ESSAY, FIRST PRIZE.] OF all the powers of the human soul, the imagination is one of the most universal in its application and pleasing in its products, the earliest activity of the infant mind, and the last to cling to old age. Without the exercise of this faculty, the world would be a barren waste of material facts, in which would dwell the human race, passive recipients of objective im-pressions, without the power to revel in the beauties of imaged thought and conception of the Divine. Poetry, philosophy, art, science, invention, religion—all would be lost to mankind. L,ittle wonder, then, that the products of the imagination have ever been present and cultivated among men. The word "puzzle" has been variously defined, and the objects of thought and action to which it may be applied are widely different. But a common ground may be assumed—a puzzle is an invented contrivance, either intellectual or material, mtmllM - 262 THE GETTYSBURG MERCURY. whose solution requires time and ingenuity. It will be seen that the puzzle is pre-eminently the product ot the inventive imagina-tion and in turn its highest application is in the exercise of that power for its solution. Intellectual puzzles are in many senses the most important and also most ancient, being generally cast in the form of riddles. From the earliest times of history we can find evidence of the existence of puzzles, either as a form of intellectual amusement or didactic discipline. Among the Eastern nations obscure forms of expression were the inevitable associates of their symbolical modes of thought. It is certain that such methods of statement were in use among the Egyptians, while several books of riddles exist in old Arabic and Persian. One of the most well-known of puzzles is the riddle which Samson propounded to the Philistines, and many other examples are found in the Bible. The proverbs of Solomon are at times excellent types of the didactic form of the riddle. The parables of the Savior were skillful methods of teaching important truths veiled under an interesting narrative which drew the attention of the crowd, and would be very accept-able to an Eastern mind. In Greece the riddle was a favorite mode of intellectual enter-tainment at symposia. To the active mind of the Greek nothing was more pleasing than a well-directed turn of expression which would give room for play of the imagination. There is abundant evidence of this among their writers. Some of their poets even did not hesitate to write whole books of riddles, and Kleobulus, one of the seven wise men, was especially noted for his composi-tions along this line. The famous riddle of the Sphinx as told in the Oedipus Tyrannus, is probably the best known puzzle of Greek literature, though the most interesting form was a part of their very religious life and character—the oracles of the inspired priests, on which hung sometimes the fate of nations, even of the world. The raveling of such obscurities of expression was a source of the keenest pleasure to the Greek mind, and, while a product of the imagination, was an efficient agent in bringing it to that perfection shown in attic literature, thought and philosophy. The Roman mind, more earnest and grave, found small pleas-ure in these modes of intellectual activity, and very little is known of their use of puzzles until the later republic and empire, when they were introduced with the passion for everything Greek, and ■■■■HH THE GETTYSBURG MERCURY. 263 professional riddle-makers soon began to take a prominent part in their entertainments and banquets. During the middle ages puzzles were cultivated more as a pleasant means of entertainment than for any other purpose, and until recently the same idea has clung to them. Many manu-script and printed editions of collections of puzzles, riddles and conundrums are in existence. Much of their content consists of coarse jests, but there are some real gems of wit and valuable aids to a true estimate of mediaeval life. The Reformation put a stop to this merry jesting for a time, but it soon crept into favor again, and during the eighteenth century the most brilliant minds of Europe were engaged in the intellectual pastime. At the present day puzzles are still in great favor with both young and old, and their educational worth is becoming more and more realized. As a mental training the value of the puzzle lies chiefly in its power of cultivating quickness and strength of the constructive imagination. An obscurity of expression or mechanical con-struction may require time to solve its intricacies, but the mind is certainly the better for having mastered it. All the faculties of memory and imagination are brought into play, and side by side comes development of the reasoning power as we attempt to deduce from our problem its elements, or to arrive by induction at the result of certain assumed forces. These are the things which made the riddle so attractive to the Greek, with his quick imagination and active reasoning power. When we solve a dif-ficult puzzle, we in fact repeat the very processes by which as children we began to learn, for then everything was a puzzle; and in doing so we strengthen the faculties of the mind which are most essential, and besides strength impart to them a facility and quickness of action, which is in itself most valuable. The subject-matter of the puzzle may be another source of con-siderable benefit. The didactic riddles of the East have already been mentioned as examples of what may be taught in this way. A truth given an obscure expression which requires mental effort to unravel will be impressed upon the mind when it has been gained. A mechanical construction whose every portion has been carefully studied with a view to its possible part in the function of the whole, will not soon be forgotten. In this fact alone may be grounded a strong argument in favor of the puzzle's part in mental training. 264 THE GETTYSBURG MERCURY. Puzzles are beginning to play a more and more important part in the education of the child. Almost the first book placed in its hands, "Mother Goose," is full of simple riddles. Froebel's kindergarten method, so generally acknowledged now-a-days, em-bodies the puzzle idea to a great extent, developing as it does the powers of observation, invention and reasoning. As the child passes into school, puzzles of graded difficulty are used for several years, and his toys always include a number of puzzles and games, many of which contain subject-matter of educational value. Many firms now publish educational games, whose benefit to the child will be revealed by even a superficial examination. The use of puzzles may be carried too far, however; for they may be made an end in themselves. Men may become so infatu-ated with the delicacy of reasoning and exhilaration of discovery as to lose sight entirely of the practical use of the mind. So did the School-men of the middle ages, who waged long controversies on trivial and absurd questions merely for sake of the argument. Neither should puzzles take the place of more legitimate means of education, for it must be kept in mind that they are for the more developed merely an intellectual pastime which will benefit instead of harm ; and for the child a means of starting its mind upon the path which it must shortly travel with the more able guides of language, art and science. Puzzles seem to be trivial things, and are so in a certain sense. But they present wonderful capabilities to the student of Psy-chology and the teacher of the child's mind. Used within proper bounds, as a means and not an end, they may become, in devel-opment of strength and facility of the imagination and the reas-oning power, and in didactic force, a powerful factor in mental training. —L. A. W., '00. Hold fast to the Bible as the sheet anchor of your liberties; write its precepts in your hearts, and practice them in your lives. —U. S. Grant. A broken reputashun is like a broken vase—it may be mend-ed, but alwuss shows whare the brak waz.—Josh Billings. THE GETTYSBURG MERCURY. 265 MOW OBTAIN EQUILIBRIUM BETWEEN PRODUCTION AND CONSUMPTION. AS a matter of course, the first thing to consider in searching for a remedy for any evil, whether in economics or else-where, is to seek to find the causes of that evil, and to discover a means of removing these causes. Whether the means proposed be beneficial in other respects or advisable upon other grounds we do not need to inquire in this paper. All that is necessary is to find some measure which gives fair promise of bettering matters in this one department of economic life which we have under consideration, namely, of establishing a more stable and more nearly correct relation between the producer and consumer. Briefly and roughly stated, it seems to us that the whole difficulty arises from the fact that the producer is not able to foretell how much of a demand there will be for his goods and incidental to this, how many of those who create the demand will be able to pay within a reasonable time, provided he is willing to sell on credit. As to the second point, demand un-doubtedly is defined to be how much certain persons are ready to take at a certain price. But we must remember that an enormous part of economic operations are conducted on a credit basis and we cannot overlook this as it exercises such a potent influence in increasing or lowering the demand or supply at any time. For if a man believes the credit of his purchasers is good, he will be willing to sell a greater quantity of goods on credit and at a lower price than if he is doubtful as to their credit, and so we might illustrate further. This second point then is incidental to the first, but it is so important in the view we take of the matter that we mention it at once in connection with what we regard the leading difficulty, namely, the producer's ignorance of the con-sumer's future demand for his goods. For he must anticipate the future. It is possible in so few industries to carry on production by filling orders already filed, that we may almost neglect them. And where there are such, the difficulties which we find elsewhere between producer and consumer do not exist, since they work on a solid basis with regard to the future, and are not compelled to base their output upon a supposed state of the market. In other words, they know 266 THE GETTYSBURG MERCURY. what the market will be and this is the element which is ordinar-ily lacking and which is the cause, as we believe, of the mis-understandings. Now it becomes important to try to answer the question "Why are these producers in ignorance of the future demand for their goods ?" Necessarily an important factor, in all economic life, is the large mass of natural products which are so dependent on the forces of nature, and as it is impossible to control the workings of these to any appreciable extent, the period between the planting for the future and the realization of it, between "seedtime and harvest," must always be one of doubt. It is apparently impossible to control the amount of production in this sphere, and, so far as this operates as an agent in causing misunderstandings between the producer and consumer, we do not attempt to suggest a remedy. As long as it is impossible for a man to know that he can meet a certain demand, even though he is sure that demand will exist, and that impossibility depends on the fact that the agents which cause the uncertainty are beyond human control, the cure seems also to be without the bounds of human power. From this class of cases where there is an impossibility for the producer to tell what supply he can put upon the market, we pass, by almost imperceptible gradations, to cases where the producer needs only know the demand and he can meet it with an ample supply. No doubt there are natural products which lie on the line between these extremes, as, for example, the output of mines which can be regulated to a fair extent, and there are products, not strictly natural, which are very uncertain as to the possible supply, but as a rule the further removed the product is from the soil, the more completely is the extent of its production within the control of man. It is to this class of products that we wish to direct particular attention. Assuming then that the demand could be met if it could be known, we come again to the question "Why cannot the demand be known ?" The producer can find from his table ofstatistics how many producers there are in the same business with him, how large an amount of their products has been sold during the year previous to that one, and the year previous and soon back, and then, by dividing his capital into the total capital invested in the business, he can find how much of that output should belong --. Sira :-:.'; . THE GETTYSBURG MERCURY. 267 to him. A simple problem, no doubt, but with no correctness in its application, and why not ? Simply because no one of his fellow producers, nor himself either, will be satisfied with the amount as he would thus work it out, but partly through natural aggressive-ness, partly though a desire to protect himself against aggressive-ness on the part of his competitors, he will seek to produce and to sell a little more than his share. He will devise new means by which he can bring his goods a little more in favor with the pub-lic than his rivals. He will reduce his prices, allowing himself a narrower margin of profits, hoping to make himself even by larger sales. No doubt in this way he will sell more goods than his slower going neighbor and will get some of the trade which would otherwise have gone to him. His neighbor's trade falls off and he finds that he provided for more trade than he is getting and is burdened with an unsalable stock. This is so much idle capi-tal and makes him so much less able to carry on a successful business. This single illustration, on a small scale, though it is, shows the inherent tendency of competition to make uncertain what share of a given demand will fall to a producer's lot. The same amount of goods may be sold, as he had anticipated, but he has not sold his share, for some one has succeeded in selling it ahead of him. We believe, therefore, that competition is the main reason. why the producer cannot foretell what the demand for his goods will be, and as it is this inability to foretell which leads to the mis-understandings between producer and consumer, the natural conclusion is that we should remove competition. We wish to make mention again that we do not argue that this is necessarily a beneficial or advisable means generally. ■ All we are concerned with is the question whether it will tend to remove the misunderstandings we have been speaking of. Of course it is not far to seek a means of accomplishing this. The means have been thrust upon us rather generously during the past few years. The tendency toward industrial combination, seeming to be the logical outgrowth of competition, appears, like Zeus, to threaten the reign of its progenitor. No doubt, it ap-pears startling to those economists who have been accustomed to regard competition with a kind of solemn awe, as containing a remedy for "all the heartaches and the thousand natural shocks 268 THE GETTYSBURG MERCURY. that flesh is heir to ;" but perhaps its partial disappearance may be attended by some results not altogether detrimental. The trust can estimate the demand which it will be called upon to meet. The total demand for a given article during any given period, does not vary through so large a range as to render this estimate one of great uncertainty. No doubt seasons of unusual depression or excitement may render calculations imperfect, but, all in all, the total output which the consumer stands ready to dispose of, is a matter of far higher certainty than the numerous possibilities existing when the producers are multiplied. By the immense amount of capital invested, the trust is better able to adapt itself to an unusual season of excitement or depres-sion. For example, the American Sugar Refining Company a few years ago built a new refinery furnished with the newest techni-cal improvements, to serve only as a safeguard in the case of a suddenly increased demand, or of stoppage in other factories. President Hadley in an article on Trusts, says, " A consoli-dated company has advantages in its power of adapting the amount of production to the needs of consumption. Where several con-cerns with large plants are competing and no one knows exactly what the others are doing, we are apt to have an alternation between years of over-production and years of scarcity, an alter-nation no less unfortunate for the public than for the parties im-mediatety concerned. A wisely managed combination can do much to avoid this. By making its production more even, it can give a constant supply of goods to the consumers and a constant opportunity of work to the laborers; and the resulting steadiness of prices is so great an advantage to all concerned that the public can well afford to pay a very considerable profit to those whose organizing power has rendered such useful service. Morever, the consolidation of all competing concerns avoids many unnecessary expenses of distribution. Under the old sys-tem, these expenses are very great. The multiplication of selling agencies involves much waste. Competitive advertisement is often an unnecessary and unprofitable use of money. Delivery of goods from independent producers, whether by wagon or by rail-road, often costs more than the better organized shipmeuts of a single large concern. All of these evils can be avoided by con-solidation." The same writer compares the trusts with an army, and the THE GETTYSBURG MERCURY. 269 comparison is apt for more purposes than one. The effectiveness with which a thoroughly organized and wealthy trust can meet an unexpected crisis, as compared with a large number of disorgan-ized and quarrelsome companies or individuals,is well paralleled by the difference between the manner in which a thoroughly equipped and organized army will overcome a sudden and severe attack, where a host of stragglers would have been cut to pieces. The very organization constitutes an element of tremendous strength. It must be concluded, we think, then, that trusts, would, or rather do furnish a means by which the future demand for the goods of the producer may be rendered more certain and hence they tend to remove the misunderstandings between the producer and the consumer. And now, how would such a remedy apply when we consider the matter of selling on credit. The man who sells, necessarily is not satisfied merely because he can tell how many goods his cus-tomer will buy. He wants to know how many he can and will pay for. Here in addition to the fact that their superior mastery of all the details of their business renders them more capable of judging of the credit of their purchasers, we seem to find another and very important fact. When competition exists, the producer is all the time seeking to hold out more inducement than his com-petitor. One of the common forms these inducements take is a sale on credit, and then competition arises as to extending the time of credit. Now, when the backbone of competition is broken, the trust no longer needs to use such means to secure purchasers. It stands in a position to dictate, to a great degree, its own terms, and can provide much more fully against dangerous credit than can be done where competition has full play. It is worth while, too, to mention the indirect effects flowing from those above mentioned. As the future is more closely anti-cipated, and as the sales made are more fully realized on than formerly, the financial embarrassments of various producers, under the old regime become a gradually disappearing quantity in the disturbing influences on trade. Of course the increased danger from the possibility of the trust must be omitted, but we believe it is overbalanced by the failures due to competition. When we entered upon the analysis of the causes which ren-dered demand uncertain, we supposed for the time being that the 'JO THE GETTYSBURG MERCURY. demand, if known, could be met. We now return to that point to inquire briefly how the trust would effect that side of the ques-tion, though we have already incidentally touched upon it. Necessarily, one thing which renders uncertain the ability of the producer to meet a given demand is the possibility of dissatis-faction among his employees, leading to a strike. The same argument applies here as applies to selling on credit. The employee is, to a certain extent, able to make more at the kind of work he is engaged in than at any other, for the simple reason that he knows more about it. Now when there are a number of producers in the same business he knows, if he leaves one, he can probably find work with another, while, where there is but one employer, he loses this advantage. But writers on Trusts and Industrial Combinations in the United States agree that the information given by the working-men, themselves, seems to prove that generally a reduction of hours for labor, seldom a reduction of wages and occasionally, an increase, have taken place, especially where the workingmen were well organized themselves. "It is pretty clear that the laborers in centralized undertakings have not been worse off than in decentralized ones." So that it appears that there is less likeli-hood of a strike under such organization than under the decen-tralized form, so that less opposition to the free course of produc-tion would be met with here. And again the indirect results would be beneficial. For, as the demand becomes more certain, and there is less waste from imperfect attempts to meet it, more and more the production of the trust becomes near to a uniform standard and thus tends to give the workmen steady employment at regular wages, which is a strong barrier against a strike on their part. From the direct and indirect results, therefore, of the consoli-dated form of production, we are led to believe that it presents a means of establishing a far better understanding between the pro-ducer and consumer. That in some minor details the result might be otherwise we do not deny, but looking at it in its broad out-lines and confining our attention carefully to theparticularsubject we have under discussion, we conclude that trusts furnish a method for removing much of the friction between the producer and the consumer. 'oo. ItttfSM&B&iSaSB THE GETTYSBURG MERCURY. 271 SCENE IN THE FOREST, ORLANDO SOLILOQUIZING. IS it so that in this guise she sought me? My heart is sick within me. I'll take me back to a wilder region in the forest and there the remainder of my days I'll spend in mourn-ing for my lost love. Aye, virtue is modesty and modesty is a virtue and in that is she lacking. Seek her ? Speak with her ? But strike me dead if I may speak one word with her, I'll write it, fold it, give it to her and fly. 'Twill be a testimony of my love that was, that is no more. She merits now nothing but my scorn. If I had wit, I'd make her blush for very shame, if shame there be in her. But my last breath is drawn. Oh how I loved her to distraction ! I ought to go, but how to move? What is this feeling within me that holds me back ? Is it because the road is long and I am tired. No, 'tis an accursed lingering of that love that once so filled me that I knew naught else. Will it never be in my power to shake it off? 'Twassent from Heaven and not from earth; 'twas given by God and not by man. And yet I'll rid me of it. Can one so unworthy hold my affections thus ? I have a dim vague unrest, can it be removed ? I hear a rustle in the autumn leaves. Ay, here she comes, do I love her yet ? I know not how strong my passion is. I faint from fear. I see her so plain, yet must seem to see her not. She speaks— Enter Ros. and Alia. Ros. (Dressed as a woman.) I am much distressed and faint for succor, must I fall with my true love standing near me and aiding me not ? Alia. Perhaps he sees us not. Shall I go touch him on the arm ? Ros. Yes, ask him if he loves me still. Tell him if when I need it his love fails me it is not love. ' Alia. (Goes up and touches him.) Rosalind has come to seek her lover. Do you not. see her ? She is in need of your aid ? What ails you ? Your eyes look wild and you seem to know me not. Orl. If any of pity exists in your heart for me leave me alone. Alas, I know not what I say; I want you to leave me and yet I fain would have you stay. Ros. (Coming up.) Pray pardon me for calling you my lover, you received it with such melancholy dignity, methinks 272 THE GETTYSBURG MERCURY. you do not half appreciate the honor placed upon you. Can I relieve you of the burden of the title? But why do you look at me thus ? Have I done aught against you ? Orl. I show no bravery by standing before you thus. I would that I could die before your very eyes to let you know what havoc you have wrought. But I leave you now this very minute to go far into the forest, perchance to take of my abode with a shepherd and thus spend my remaining days. I leave yet I stay. I cannot stir an inch, (aside.) Sweet Rosalind, has turned my head, Howl love her! Despite her faults, despite her lack of modesty.' Why came you to me thus? Tell me wished you again with your wiles to torment my morbid feelings. Ah, Rosalind, I still shall call you mine. Ros. Orlando, why did you think so ill of me ? Could you not see in my glowing eyes the story of my love. I would rather have had you woo me but bashful man makes maidens bold and love will find a way. We were parted but I could not abide far from thee. Wherever fate led I followed swayed by love alone. And as the days grow brighter and our hearts grow lighter we shall sing for joy, yes, joy without alloy. EDUCATION MORE THAN A MEANS OP GAINING A LIVELIHOOD. THAT education is a means of gaining a livelihood is a fact that needs no proof. Almost every day we are brought into contact with those who are gaining a comfortable liveli-hood by means of their education. In our day there are many others who are striving to get possession of the same means for no other purpose than that of making a living. It is to be regretted, however, that too many look at education as if it were a mere instrument for easily securing the things which satisfy their physical wants. Through this motive men have lost sight of the real and lasting value of education. I would not say that it is wrong to consider education as a means of gaining a livelihood, but I think that it is a very grievous error to consider education as having no other use or value. Indeed, education without any other purpose than that of a means of gaining a livelihood would be of little value to beings created as we are. THE GETTYSBURG MERCURY. 273 Herbert Spencer in his work on Education says, "In education the question of questions is how to decide among the conflicting claims of subjects and determine the relative values of knowledge. Every one in contending for the worth of any particular order of information, does so by showing its bearing upon some part of life. All effort, either directly or by implication, must appeal to the ultimate test of what use is it?" In other words, the writer affirms that the essential question for us to ponder is "How to live." Not how to live in the mere material sense only, but in the widest sense. The general problem which comprehends every special prob-lem is the right ruling of conduct in all directions, under all circumstances. In what way to treat the body; in what way to treat the mind; in what way to manage our affairs; in what way to bring up a family; in what way to behave as a citizen; in what way to utilize all those sources of happiness which nature supplies—how to use all our faculties to the greatest advantage of ourselves and others—how to live completely! And this being the great thing needful for us to learn, it is, by conse-quence the great aim of education. The leading kinds of activities which constitutes human life are: (1) Those activities which directly minister to self preserva-tion; (2) Those activities which, by securing the necessaries of life, indirectly administer to self preservation; (3) Those activities which are involved in the maintenance of proper social and political relations; (4) Those miscellaneous activities which make up the leisure part of life, devoted to the gratification of tastes and feelings. Is it not education which prepares the individual for direct and indirect self-preservation, for parent-hood, for citizenship, and for the miscellaneous refinements of life? Of course ideal education is complete preparation in all these divisions. Some one has said that education is to the soul what sculpture is to the marble. As the sculpture brings out of the marble the god-like form, the symmetrical proportion, the life-like attitude of the finished and polished statue, so education brings out of man as an animal man, a rational being, making him a complete creature after his kind. To his frame it gives vigor, activity and beauty; to his senses correctness and acuteness; to his intellect, power and truthfulness; to his heart, virtue. r
Issue 4.2 of the Review for Religious, 1945. ; ,~Befora wrlt[~9 to ~s~° pl:~'se'co~sult noilce ~a Inside. back ~ove,. VOLUME IV / MARCH"i'5. 1945 ¯ ,, + " " l~ItJMbl~l~,2 , CONTENTS, +, ., , SECOND YEAR OF NOVI:FIA'~E" Adam~C: Ellis, +g.J -. .-. 73,, BOiDKLETS . ? . ° . . .,\. HOLY COMMUNIO~ AND SPIRITUAL .~ROGRES~-- " ~- , Clarence McAuliffe; S.2 . ~. . . .- ,-'OUR CO~qT~IBUTORS + ' ' ' " ILL-HEALTH AND THE APOSTOLIC VOCATION~A Missionary" ~THREE PREVENTI'#ES OF, "EXHAUSTION"~ ' ' BOO~S,~i~CEIVED . . ~. ,, .' ' " ' ' . . ,10, THE FAST BEFORE COMMUNION--Gerald Kelly,~ S.J. .~. . .j :l o# L~+'DECISIONS OF ,THE HOLY SEE o. . 122 BOOKREVIEWS (Edited by Clement DeMnth, S.J.)-- '-+- TJ~e Man NeareSt to ChriSt: ~A Herolne~of the Mission Field:,~niroductio . : ~ in Codicerfi: A Prefad'e to Ne,wman's Theology; War'is My Parish; Secrets , . ' ." 124~"~ of ghe Saints: Our Lad, y of Fauma '. , ,.~,, . COMMUNICATIONS ;' . . ' ; . -+. ; . .'+I~0 QUESTIONS AND' ANSWERS-- " '" Absences froXm the Novitiate: ,General+Pei'missions to Spend Small Sfims:' . +Soliciting Votes at General Chapter: Meaning 6f the Perio,dic "General r +Abso ut on":~ Use'+of Old Albs ahd ~eligious Habits: Plenary 'Indu"lge~ce . ~n articulo morris and thd_He~oic Acf; Plenary Indulgence~for.~Communion of Reparation: Nbvitia~e.+at Ordinary House and NoviCes at Community Recreation: Power to Ex't~ndoTime °of Novitiate;'Per'mission for Reli-gious to Donate Blood: Renewal,of Altar Breads: Banner b~fore Blessed, ~5" S,acrament, during Office: Oinission of Sign 'of Cross during the PassiOn; Right"to Admit Can, didate.s . " . ¯ " . ' " " i~ . ~ 136 SUMMER S~HOOL 'DIRECTORY O" --" " " " ~,~'-- ' '~; " " "" EX'PLANA:FI.ON OF THE MASS . " 14'4 ~'MARYKNOLL MISSION LETTERS . ' .- A 144 REVIEW FOR°REI~IGIOUS, Mar~h. 1945". Vol.°IV, No. 2. Publis~'ed +.+~n°ntb] y ; .~January'o March,. , May, July,. Sel~tember;and November, at"~he College.,,, +press,, '606 H;~rnson Street, T, opeka, Kansas,. by St. Mary s College, St. Marys, Kansas; with ecclesmsttcal, approba~t ¯i o- n , E n t ,e- r e d a s s e c o n d c ,lass matter ,January 15 1942o+ at thePost Of~ce~ Topeka,~Kansasi under'the act of March 3, 1879. ¯ '- ~ 'Editofialfl3oard: Adam C. Ellis, S~. G. Augustine Ellard. S.3. Gel:~ld¢K~ll~,, S.3. Editorial Secretary: Alfred F. SchnetderJ S.J. . C6pyright. 1'945. by Adam C. ,Elli,s. Permission' is hereby granted fo~ quotati~nS '~of reasonable~ length, provided due~ credit be giyen this rewew and .tile ,au'thdr. Subscriptioii pric~: 2 dollars a year. ,~, ' Prifited in'U.- Second- Year of Novi :iat:e Adam C. Ellis, S.J: ,7T H| "EE mFRpEirNe,C aHnd R oet~hoelru p'toil0inti,c 3aol sthepehoir~iems iinni mthiec Aalu tsot rtihaen Church had all but ~estroyed the .religious life in: ~ Europe by the end of the eightdenth century. V.ery many,, monasteries and convents had either been Suppresse'd or were, f6rbidd~n to take novices. As a restilt ¯many" b~n~fi~ent labors~of the religious, in behalf Of the social needs 6f the:J "Church ~ere brought to a standstill. BU~ it was imperative that these spiritual and corporal.~works of mercy should hot'be abandoned altogether. Divine Providence inspired dd~'oted laymen and women to step into the-breach~ ~ to.take.up the task of teaching Christia_n Do~.r.rine ~to chil- ~dren, and of caril~g for the sick, .th~ aged, and the orphans. - Eventual.ly th~se zealousla~borers ,bhnded tbgether into .~,~smallgrout~s in order to work together more efficiently.; then-they began to live toge'ther in community,'and with ¯ the-permission of their local Ordinary they took simple, private vows and wore a common garb. Recognized offi-cially neither by Church nor State, the.y carried on their work valiantly. Eventually the Church rewarded thei~o °o zealous efforts. At first approval was given only 'to" their "constitutionsi but, especially during the second half~ of the nir;eteenth century,,, the Holy See .appro.ved the institutes .themselves as congregations with simple vows. Many of the founders of these modern congregations o realize'd that men.~and women whose vocation it was to-strive for perfection, in the active life needed a longer period " of' ptobation than the single year of novitiate commgnly ~-,,prescribed for cloistered religious. Hence these founders.~ ordained that all c.andidates undergo a second year of novi-. , 73~ ADAM C. ELLIS -.tiate~before the "firs~ Reoieto for R~ligiou.s profession+ of vows.° Furthermore, - some provided in their constitutions that the noviCesshould b~ employed in the external works of the congregatiffn during their second year. "This was done to determine whether they were fitted for this kind of work, and to give them opportunity to adjust their spiritua! life to the dis-tractions and trials+of the actiye apostolate. The Sacred Congregation of Religious consistently-refused to permit novices to be so employed during,the first year of nov.itiate.~ This practice of the S. Congregatt0n passed into the legislation of the NOrrnae of /901. 'After . stating in Art. 73 tfiat novices were n~t to be engaged in the ¯ study of the arts and sciences nor in theeexternal work of the institute, Art. 7"4 continued as follows: "Where there are tyro years of novitiate,the first is to follow all the i~r~- scriptio, ns laid down above for the one (canonical) year. During the second year, howe('er, the novices may engage moderately in studies or in other works of the institute ¯ always under the direction and vigilance of the master; this is to be done in the novitiate house itself, but" not outside of it, unless-grave, reasons advi~e otherwise." - The Code of-Canon Law was promulgated on.Pente-- cost.Sunday, May 27, 1917,, and.began t6 bind on Pen-tecost Sunday,. May 19, 1918. ~ Since the l~gi_slation of the Code sut~'erseded .the old Noi'rnae, upon which most of the cons~titutions of modern congregations were based, it became necessary for all religious institutes ~o revise their constitutions .in order (o bring ~hem into con-" ?;forniity with the Code. Superiors, therefore, were inter-i~ sti~d to find out what theCode had to say in regard t6 the second year of novitiate. They fo'ufid very little. 'Canon 5.55,"§ 2 allo~ed a second year df nowt~ate tf the+constitu-tions prescribed it,- but stated that this second year was not required for the validity of the subseqUent profi~ssi6n of 74 - w.hich were eventually-.sent tothe :Congregation of Reli-,. giou~ fora solution.Since canon 565, § 3-forbade n6vices _to engage in studies or in the. external' Works'of the institut~ "::during the year of novitia'te," did the s~im~ prohibition apply also'to the second year? Again, some congregatidns that employed, novices in external work, as was permitted' .![ b}'~ their, constitutions, preferre,d t6 do this during "the firs.t "~°~' year (as a means-dr trying out th,e:no~rices), and then~ to- ~ devote the Second ~ear exclusively to their spiritual f0rma/ ~ ., tion. Was this permitted under the new Cod~? -Such ";questi0ns,land others similar to-them, ~ind the fact that ~, various .provisions .concerning this rhatter.were found in many constitutions which had been revised according to the Code and submifted to the Itoly See for approval ~ill induced }he Congregation of Rdigious to make a careful 0 study of the subjgct. This study resulted in the "Instruc- [ion on the Second Year of Novitiate'" in .which all~ such 0_. questio~s~ gre. ~nswered and the fundamental :prinCiples-- which governed the pr.acticeof the Church during the.past ninety years are brought to the attention of all superiors of ~instit'utes having, two years of novitiate, . " There are fdur cardinfil points.in the instruction,~ ¯ Let us~consider each one in turn, I,. SpiritaalTormation of the Nboice is thO Principal ~ Purpose of the Second" Year. " -, "It is qui'te right that a i~ovitiate of more than one yearo~ be prescribed in. some institutes, especiz[lly, among those. '~Whose members ~are emp~loyed in external works, since they, distracted by various cares and more exposed ~o the dangers ~For thcr. tegt of "this Instruction see pp. 122-1.23 of this- issue. ~ Mar~b, 1945 " SECOND YEXR OF NOQI'rlAT[~ - ~ 'thereby serve You-in serving them for the mission. I was "~ " d~sconsolate at the thought that I'had"lost my work in the. mission and~had been given none in the province: ai~d al~l, the~while Your loving mercy was gig, ing me a-~hr~e~f01~t work, TO. YOU, IN MY FELLOW RELIGIOUS,. FOR° .~ December 1,Sth. It ~toesn't matter what I do if-I~-do .~ ~. God's will, if I: obey,-if [ love. God w~nts not my:~vork, ~ but. my love. ~o - . December 20.th. There is NO VACATION for ~a.'., " religic~us. Is no work ass{gned'or°allowed? Then must ,~' ¯ ~l.eisure be used to work the ~arder at becoming a saint, oat ~ ~. .- loving God more, at intercedifig and atoning more for souls~ ~ December 29th. -A ciborium full of hosts was conse- -, ~ated at Mass and then ,pushed ,back to the co~ner 6f the :~. /. corporal so 'that.it would not interfere with the l~Ias~s beingsaid. I waiat to be like that ciborium. Even though ; :'~ I am not a~llowed to return to the mission or am not givdn- " " ~" "~ ' work elsewhere, I wa~t to~do God's holy .will quietly and. entirely a'nd unostentatiously like that.citmfium-~-not hin~- derin~g .the great work of lorethat others'are carrying.on, ~- - and yet keeping Jesus all the while in my heait, read,r to ~.7" impart Him~without losing Him~to the souls, whoeve~ and wherever they be,to which "the servants of our Lord, .my'superi°rs, may. take me. . . \ Three Preventives" "' ot: "l xhausfioh" -. G. Augustine Ellard, S:J. ~, ~ ECENTLY it was announced that l~sychiat/isti i~n th~ United. States-ArmY have discovered threeLfactors, which tend to prevent "exhaustion" or "combat: :fatigue,".,that is,~a~bndition of certain soldiers who with~" Out being wounde~lbr, diseased.bave become more: or lels, iinfit to continue fi~hting, They may have fought long and ourageously: :but now, though apparently physicall_y well, they feel incapable of doing more; they are "exhaustedT'. too grdatly_ fat.igued to go on. The three preventives are: ~-edprit de corps, gooffleadership, and~reasons for fighting2 ,, ~Ivappears not unlikely that among- religious there may sometimes be an amilogous condition of "exhaustion," "and that it may be avoided by. the same three means. The first pre~;entive is esprit de corp.s. Amon~ Ameri-can~ service units its character and efficacy, are best illustrated _~.perhaps by the Marines. A Marine ~is taught f~om the beginning to feel that he is in thd greatest fighting group in all the world. ~Hence the~re is every reason why he should have the ti'tmost confidence in all his t~eilow Marines,' and why. he in turn must measure up to their exp,ectations. The ~Mdrines' records ar~ most glorious:, they must not be allowed to be'stained with ~nything that would dim their ~ luster.0 Everybody, atleast everybody in the American ~world, expectsofily what is most excellent~and heroic"from the Marines: he mu~f not disappoint.them. The'importance ~ of esprit.de co.rps is recognized by the Aimy and Nawy to be _so gregt that they are careful to f~reserve the distinctive "ide~nti~y and"historical ;ontinuit.y, with all their ~raditions ~> " - '- G,~ "AuG~-STINE EELAR~ ~ ¯ ; " Reoied) fo~ Relioious," aitd glories, of each s~parat'e u.n.i~ or division.--.The "~ight- -ingoSixty-hinth'' would be another ~xample of a. gtou_p in the American/~rmy that is.noted for its esprit de dorps. - ,.Religious orders and cbngregations also have their own esprif db corps., ' Sometimes it leads 'them intb faults,, for example, corporate pride or envy. But that is n6reason why it should not be cultivated f0r the good th~it is in it." A teligious:naturally and rightly tikes a cett~iin pride "in belonging to his 6rder-=-otherwise why did he-join it?-- an-d if h~ shoul~l 'feel~ deeply' and tritimatelywith regard to it: What is. meant by .noblesse oblige; that ~sense could be powerful aidto, livin_g up.t.o tile ideals andtoattaining t,ile ::purpose~ of the o~der'. 'The.laistok~r.'andtraditions of the institiate can be'a perennial f6untainhead of .inspiration arid courage: Its professed aims are a standing.challenge a~nd stirhulation to renewed or greater,.exertion. The examples of the founder arid of distinguished member~ are a~ constant _ invit~tioh to.emulate them, and'a clear prbof of what mem-bers o{ the organization, can achieve-.:' One feels that it" Would be a sil~me not to give a good account oYoneself in Suchcompany or t9 disappoint their hopes. The laurels