Suchergebnisse

Die Mensch-Tier-Beziehung hat sich im Laufe des letzten Jahrhunderts, insbesondere in den westlichen Ländern, deutlich gewandelt. Infolgedessen sind die gesellschaftlichen Ansprüche an einen ethisch korrekten Umgang mit Tieren erheblich gestiegen. Dies verdeutlichen die intensiven Diskussionen, die rund um die heutige Nutzung von Tieren geführt werden. Von der gesellschaftlichen Kritik sind die verschiedensten Formen der Tiernutzung betroffen: z.B. landwirtschaftliche Nutztierhaltung, Tierversuche, Tiershows, Pferdesport und Heimtierhaltung. Solche tierethischen Bedenken beeinflussen das Konsum- und Kaufverhalten tierbezogener Produkte und Dienstleistungen (z.B. Lebensmittel, Kleidung, Kosmetika, Zirkus und Zoo) zum Teil erheblich. Vor diesem Hintergrund ist es für eine Vielzahl an Stakeholdern (z.B. Politik, Handel, Wissenschaft, Agrarwirtschaft, Sport- und Veranstaltungsbranche) von großer Bedeutung, ein tieferes Verständnis für die tierethischen Wertvorstellungen der Gesellschaft sowie deren Einfluss auf das Konsumentenverhalten zu entwickeln. In der Konsumforschung wird hierzu verbreitet auf den kausalen Zusammenhang zwischen dem menschlichen Wertesystem, bestehend aus globalen und bereichsspezifischen Werten sowie Einstellungen, und dem Verhalten zurückgegriffen. Bereichsspezifische Werte zeichnen sich durch zwei wesentliche Vorteile aus. Einerseits bieten sie eine gewisse prognostische Qualität, da sie vergleichsweise tief im menschlichen Wertesystem verankert sind. Andererseits sind sie zu einem gewissen Grad generalisierbar, da sie sich auf einen spezifischen Themenbereich beziehen und diesen abstrakt und umfassend aufgreifen. Dadurch lassen sich bereichsspezifische Werte auf verschiedene Fragestellungen innerhalb des betrachteten Themenkomplexes anwenden. Bisher wurde jedoch kein Versuch unternommen, bereichsspezifische Werte für den Themenkomplex der Mensch-Tier-Beziehung zu operationalisieren. Um diese Forschungslücke zu schließen, wurden in der vorliegenden kumulativen Dissertation erstmals bereichsspezifische Werte für den Themenkomplex der Mensch-Tier-Beziehung entwickelt (Studie 1). Diese greifen verschiedene Überzeugungen zum ethisch korrekten Umgang mit Tieren auf. Hierzu wurde ein interdisziplinärer Ansatz aus Philosophie (Tierethik) und Agrarmarketing (Konsumentenforschung) gewählt. Die Tierethik beschäftigt sich bereits seit Ende des 18. Jahrhunderts intensiv mit der Frage, wie ein ethisch korrekter Umgang mit Tieren auszusehen hat. Infolgedessen wurden in der Philosophie verschiedene tierethische Positionen entwickelt, die vom ursprünglichen Anthropozentrismus (der Mensch darf mit Tieren umgehen, wie er möchte) bis hin zum Abolitionismus (der Mensch darf Tiere grundsätzlich nicht nutzen) reichen. Im Rahmen der Operationalisierung bereichsspezifischer Werte wurden die komplexen Argumentationsstrukturen philosophischer Positionen auf ihre zentralen Kernideen reduziert. Aufgrund dieser deutlichen Abstraktion wird im Kontext bereichsspezifischer Werte nicht mehr von "tierethischen Positionen", sondern von "tierethischen Intuitionen" gesprochen. Mittels konfirmatorischer Faktorenanalyse konnte gezeigt werden, dass die entwickelten Skalen zur Erhebung bereichsspezifischer Werte im Kontext der Mensch-Tier-Beziehung über eine gute Reliabilität und Validität verfügen. Die deskriptiven Ergebnisse geben zudem einen Überblick über die Verteilung der tierethischen Intuitionen in der deutschen Gesellschaft. Der neue kontrakttheoretische Ansatz erhält die mit Abstand größte Zustimmung (75 - 94 %). Diesem Ansatz folgend darf der Mensch Tiere grundsätzlich nutzen, muss ihnen aber im Gegenzug ein gutes Leben ermöglichen. Mit den so entwickelten bereichsspezifischen Werten im Kontext der Mensch-Tier-Beziehung liefert die erste Studie einen wesentlichen Beitrag zur Identifizierung relativ stabiler und themenumfassender Treiber. In der zweiten Studie wurden die entwickelten tierethischen Intuitionen als bereichsspezifische Werte in das menschliche Wertesystem integriert. Als konkretes Beispiel wurde der Konsum von Wildfleisch herangezogen. Die Jagd und der Konsum heimischer Wildtiere werden in der Gesellschaft kontrovers diskutiert, weshalb dieses Beispiel zur Untersuchung des Einflusses verschiedener tierethischer Intuitionen auf das Verhalten besonders geeignet erscheint. Das verwendete Strukturgleichungsmodell bildet dabei die kausalen Zusammenhänge zwischen globalen Werten, bereichsspezifischen Werten (tierethische Intuitionen), Einstellungen (Einstellung zur Jagd) und Verhalten (Konsum von Wildfleisch) ab. Es kann gezeigt werden, dass sich die tierethischen Intuitionen ohne Weiteres auf der Ebene der bereichsspezifischen Werte in das menschliche Wertesystem integrieren lassen. Das Konsumentenverhalten wird insbesondere durch die beiden Extreme, ursprünglicher Anthropozentrismus und Abolitionismus, beeinflusst. Mit der Integration tierethischer Intuitionen auf der Ebene der bereichsspezifischen Werte liefert diese Studie die Bestätigung, dass es sich bei tierethischen Intuitionen um stabile Hintergrundtreiber handelt. Darüber hinaus trägt sie zu einem tieferen Verständnis für die Zusammenhänge zwischen tierethischen Intuitionen und Konsumentenverhalten bei. Auf Grundlage der entwickelten tierethischen Intuitionen wurde in der dritten Studie eine Konsumentensegmentierung durchgeführt. Eine solche auf bereichsspezifischen Werten basierende Segmentierung ist relativ stabil und umfasst den Themenkomplex der Mensch-Tier-Beziehung in seiner gesamten Bandbreite. Mit Hilfe einer dreistufigen Clusteranalyse wurden fünf Konsumentensegmente identifiziert. Die deskriptive Analyse der Segmente weist zudem auf einen Zusammenhang zwischen tierethischem Werteprofil (Gesamtheit der tierethischen Intuitionen) und Ernährungsweise hin. Die Ergebnisse verdeutlichen, dass die Ablehnung der relationistischen Intuition (unterschiedliche Berücksichtigung von Tieren aufgrund ihrer Beziehung zum Menschen) bei der Wahl einer nachhaltigen Ernährungsweise (flexitarisch, vegetarisch, vegan) von zentraler Bedeutung ist. Etwa ein Viertel der deutschen Bevölkerung ist durch ein Werteprofil charakterisiert, welches sich einerseits durch die Annahme tierwohlorientierter Intuitionen (v.a. neuer kontrakttheoretischer Ansatz, Tierrechte, Abolitionismus) und andererseits die Ablehnung des Relationismus auszeichnet. Diese spezifische Kombination bereichsspezifischer Werte korreliert mit einem überdurchschnittlichen Anteil an Flexitariern und Vegetariern. Vor dem Hintergrund gesellschaftlicher, politischer und wissenschaftlicher Diskussionen um eine nachhaltige Ernährung ist das Wissen um diesen Zusammenhang von großem Interesse. Abschließend wurde untersucht, ob Laien die tierethischen Intuitionen auf alle Tiere gleichermaßen anwenden, zwischen verschiedenen Kategorien von Tieren unterscheiden oder von Tierart zu Tierart entscheiden (Studie 4). Mittels Varianzanalyse wurde untersucht, ob die Annahme bzw. Ablehnung der tierethischen Intuitionen bei konkretem Bezug auf fünf ausgewählte Tierarten (Fisch, Huhn, Kuh, Pferd und Hund) variiert. Mit Bezug auf die Intuitionen zum moralischen Handeln zeigen sich nur minimale Unterschiede zwischen den Tierarten, so dass eine Übertragbarkeit der allgemein erhobenen Intuitionen angenommen wird – zumindest auf klassische Nutz- und Heimtiere. Bei den Intuitionen zur Tötungsfrage sind die Unterschiede sehr viel grundlegender. Am Beispiel der Intuition Schmerzfreie Tötung von Tieren ist erlaubt zeigt sich dies exemplarisch. Mit konkretem Bezug auf Fische, Hühner und Kühe wird die Intuition angenommen, wohingegen sie für Hunde eher abgelehnt wird. Diese Differenzierung ist vermutlich auf die kulturelle Einordnung der Tierarten als 'essbar' bzw. 'nicht-essbar' zurückzuführen, da dies zwingend mit einer Tötung verknüpft ist. Das Wissen, ob tierethische Intuitionen auf alle Tiere gleichermaßen angewandt werden oder nicht, ist von großer Bedeutung, wenn die gewonnenen Erkenntnisse auf unterschiedliche Fragestellungen innerhalb des Themenkomplexes der Mensch-Tier-Beziehung übertragen werden sollen. Des Weiteren ist es beispielsweise für die Agrarbranche von großer Bedeutung, ob seitens der Gesellschaft dieselben ethischen Maßstäbe für Heim- wie für Nutztiere angesetzt werden oder eine Differenzierung erfolgt. Mit diesen vier Studien trägt die vorliegende Dissertation zu einem tieferen Verständnis der vorherrschenden tierethischen Wertvorstellungen bei. Damit bietet sie einer Vielzahl an Stakeholdern, die sich mit den gesellschaftlichen Diskussionen rund um einen ethisch korrekten Umgang mit Tieren konfrontiert sehen (z.B. Politik, Handel, Wissenschaft, Agrarwirtschaft, Sport- und Veranstaltungsbranche), die Möglichkeit, ihre künftigen Entscheidungen entsprechend auszurichten. ; The relationship between humans and animals has changed significantly over the last century, especially in Western countries. As a result, social demands for ethically correct treatment of animals have increased considerably. This trend is underlined by intensive discussions presently taking place on the use of animals. Social criticism affects various forms of animal use – for example, livestock farming, animal experiments, animal shows, equestrian sports, and the keeping of companion animals. Such animal-ethical concerns have a considerable effect on the consumption of and purchasing behaviour related to animal products and services (e.g., food, clothing, cosmetics, circuses, and zoos). Therefore, it is of great importance for stakeholders in various sectors (e.g., politics, retail, science, agriculture, sports, and events) to gain a deeper insight into societies' animal-ethical values and the impact of these values on consumer behaviour. In consumer research, the causal relationship between the human value system, consisting of global and domain-specific values as well as attitudes, and behaviour is commonly used for this purpose. Domain-specific values are characterised by two essential advantages. Firstly, they offer a certain prognostic quality, since they are comparatively deeply rooted in the human value system. Secondly, they are generalisable to a certain extent, since they address a specific issue in an abstract and comprehensive way. Thus, domain-specific values are applicable to different questions within the considered thematic complex. However, thus far no attempt has been made to operationalise domain-specific values for the thematic complex of the human-animal relationship. In order to close this research gap, domain-specific values for the human-animal relationship were developed for the first time in the present cumulative dissertation (Study 1). These domain-specific values relate to different convictions on the ethically correct treatment of animals. For this purpose, an interdisciplinary approach combining philosophy (animal ethics) and agricultural marketing (consumer research) was chosen. Since the late 18th century, animal ethics has intensively dealt with the question of what ethically correct treatment of animals should look like. As a result, various animal-ethical positions have been developed in philosophy, ranging from original anthropocentrism (humans may treat animals in any way they see fit) to abolitionism (in principle, humans may not use animals). As part of the operationalisation of domain-specific values, the complex argumentation structures of philosophical positions were reduced to their key ideas. Due to this clear abstraction, the term 'animal-ethical intuitions' is used instead of 'animal-ethical positions' in the context of domain-specific values. By means of confirmatory factor analysis, it was determined that the scales developed for surveying domain-specific values are reliable and valid. The descriptive results provide an overview of the distribution of animal-ethical intuitions in German society. The new contractarian approach receives by far, the greatest approval (75–94%). In accordance with this approach, humans are allowed to use animals in principle, but, in return, humans have to ensure the animals have a good life. By developing domain-specific values, this study provides an essential contribution to the identification of relatively stable and comprehensive drivers within the human-animal relationship. In the second study, the animal-ethical intuitions developed were integrated into the human value system as domain-specific values. The consumption of game meat was used as an example. The hunting and consumption of local game is the subject of controversial discussions, which is why this example was deemed particularly suitable to investigate the impact of different animal-ethical intuitions on behaviour. A structural equation model was used to analyse the causal relationship between global values, domain-specific values (animal-ethical intuitions), attitudes (attitude towards hunting), and behaviour (consumption of game meat). Animal-ethical intuitions can be integrated well into the human value system at the level of domain-specific values. Consumer behaviour is affected, in particular, by the two polarising intuitions of original anthropocentrism and abolitionism. Integrating animal-ethical intuitions at the level of domain-specific values, this study confirms that animal-ethical intuitions are relatively stable drivers in the human-animal relationship. Furthermore, the study contributes to a deeper understanding of the link between animal-ethical intuitions and consumer behaviour. Based on the developed animal-ethical intuitions, consumer segmentation was carried out in the third study. Such segmentation, based on domain-specific values, is relatively stable over time and covers the whole range of the human-animal relationship. Five consumer segments were identified using a three-step cluster analysis. The descriptive analysis of the segments additionally demonstrates a correlation between animal-ethical value profile (totality of all intuitions) and diet. The results reveal that the rejection of relationism (different consideration of animals based on their relationship to humans) is of central importance in the choice of a sustainable diet (flexitarian, vegetarian, or vegan). About a quarter of the German population is characterised by a value profile that, on the one hand, applies animal-welfare-oriented intuitions (e.g., new contractarian approach, animal rights, and abolitionism) and, on the other hand, rejects relationism. This specific combination of domain-specific values correlates with an above-average proportion of flexitarians and vegetarians. In the light of social, political, and scientific discussions about sustainable diet, knowledge of this link is of great interest. Finally, it was examined whether laypeople apply animal-ethical intuitions uniformly to all animals, distinguish between different categories of animals, or decide on a species-specific basis (Study 4). An analysis of variance was used to determine whether the application or rejection of animal-ethical intuitions varies with specific reference to five selected animal species (fish, chickens, cows, horses, and dogs). In terms of intuitions on moral acting, there are only slight differences between the animal species, assuming a transferability of the generally surveyed intuitions – at least to traditional farm and companion animals. In terms of intuitions on the question of death, the differences are much more pronounced. The intuition painless killing of animals is allowed demonstrates this exemplarily. With specific reference to fish, chickens, and cows, this intuition is applied, while, for dogs, it is rather rejected. This differentiation is probably due to the cultural classification of animal species as edible or inedible, as edibility is necessarily linked to killing. Understanding whether or not animal-ethical intuitions are applied uniformly to all animals is of great importance if the insights gained are to be applied to different questions within the thematic complex of the human-animal relationship. Furthermore, it is of great interest to, for example, the agricultural sector whether society applies the same ethical standards to companion animals as to farm animals or whether a differentiation is made. The present dissertation, based on these four studies, contributes to a deeper insight into prevailing animal-ethical values. Thus, stakeholders in various sectors, who are confronted with societal discussions about ethically correct treatment of animals (e.g., politics, retail, science, agriculture, sports, and events), are given the opportunity to align their future decisions with societies' animal-ethical intuitions. ; 2021-03-11

Conseguir una economía mundial libre de carbono es de vital importancia para evitar el aumento de las temperaturas del planeta y sus fatales consecuencias para la humanidad. Para lograr ese objetivo se están llevando a cabo grandes avances en el desarrollo tanto de energías renovables como de vehículos más limpios. En el caso de los vehículos esos avances se están centrando principalmente en mejorar la eficiencia de los motores combustión, reducir la emisión tanto de gases de efecto invernadero como de otros perjudiciales para la salud y en el desarrollo de vehículos libres de emisiones directas, como los vehículos eléctricos. Estos avances hacía la obtención de automóviles más limpios está provocando un cambio en la actual flota de vehículos y se espera que en las próximas décadas habrá una renovación total de la misma. La nueva generación de vehículos reducirá en gran parte su dependencia con relación a los combustibles fósiles, sin embargo a cambio demandará una gran cantidad de recursos naturales, tan valiosos e incluso más escasos en ocasiones que el petróleo. Algunos de estos recursos serán: Co, Ni, Mn o Li para fabricar baterías; Ga, Ge, Y para hacer sistemas de iluminación tipo LEDs; Nd, Dy, Pr para construir imanes permanentes de motores eléctricos; Pt, Pd, Zr para hacer catalizadores que reduzcan la contaminación; Au, Ag, Sn, Ta, Yb para fabricar unidades electrónica; Ce, Tb, Se, La para hacer sensores o Nb, Mo, Cr, Ti, V, Sc, W para hacer aleaciones de acero de alta resistencia. Lamentablemente, estos recursos son finitos y algunos de ellos incluso ya son considerados como críticos por la Comisión Europea y otras instituciones internacionales. Una de las soluciones para mejorar la sostenibilidad en la fabricación de vehículos desde el puntode vista de los materiales que se emplean es el reciclaje. Sin embargo hay dos grandes problemas en torno al mismo. Por un lado los ratios de reciclaje no están avanzando tan rápidamente como la demanda de materiales y por otro lado las políticas de reciclaje no incentivan la recuperación de metales escasos. En la actualidad, los objetivos de reciclaje de vehículos se fijan en alcanzar un porcentaje de reciclabilidad sobre la masa total del vehículo. Para conseguir esas cuotas de reciclaje se llevan a cabo convencionalmente procesos mecánicos de separación de materiales. Estos procesos son de baja intensidad energética y a la vez muy eficaces para recuperar los metales que se emplean en mayores cantidades (acero, aluminio o cobre) pero resultan ineficaces para recuperar metales empleados en pequeñas proporciones (metales críticos o escasos). Como consecuencia, los metales críticos terminan subciclados en los procesos de fabricación de aleaciones de acero o aluminio y en el peor de los casos dispersos en un vertedero. Esta tesis se desarrolla con el objetivo principal de mejorar la eficiencia en el uso de los recursos necesarios para la fabricación de automóviles. Para conseguir dicho propósito se presenta una metodología que mide la eficiencia en el uso de los recursos e identifica posibles restricciones de suministro de metales. La metodología desarrollada se basa en la aplicación de la segunda ley termodinámica y el concepto de rareza termodinámica. Este enfoque cuantifica el valor real físico de todos los metales empleados y destaca en especial la aportación de aquellos cuya contribución al peso total del vehículo es pequeña, pero cuya escasez y por tanto su valor para el planeta es elevada. Este método evalúa la calidad de los materiales en función de su abundancia en la naturaleza y la energía útil (exergía) requerida tanto para extraerlos como para procesarlos y ponerlos a disposición de las industrias. Además del enfoque termodinámico, en esta Tesis se analizan las posibles restricciones de metales que puedan surgir en las próximas décadas. Para ello se aplica un modelo que considera la disponibilidad geológica de materiales (reservas y recursos), la capacidad de producción anual de los metales, la demanda anual estimada de cada metal, la demanda acumulada hasta 2050, la evolución de las cuotas de reciclaje y el impacto de la demanda de materiales de otros sectores. Los métodos desarrollados se aplican a diferentes tipos de vehículos (ICEV1, PHEV2 y BEV3) y han permitido alcanzar entre otros los siguientes resultados principales: (1) Desde el punto de vista del valor mineral de los recursos empleados, un vehículo eléctrico demanda 2.2 veces más recursos que un vehículo de combustión; (2) Hay 31componentes críticos en un vehículo convencional desde la perspectiva de los materiales que emplean; (3) Se han definido recomendaciones de ecodiseño para esos componentes basadas en reducir la demanda de metales escasos y mejorar tanto su reciclabilidad como su reusabilidad; (4) En los actuales procesos de reciclaje de vehículos un 27 % del valor mineral de los metales no se recicla funcionalmente; (5) Se han propuesto recomendaciones para la reducción de dichas pérdidas; (6) Se ha definido un ranking de los metales más estratégicos para el sector de la fabricación de vehículos siendo los 10 más estratégicos los siguientes: Ni, Li, Tb, Co, Dy, Sb, Nd, Pt, Au y Ag. Las contribuciones de esta Tesis son de gran valor para mejorar la sostenibilidad del sector de la fabricación de vehículos desde la perspectiva de los materiales que se emplean y están principalmente dirigidas a los siguientes grupos de interés: (1) Los diseñadores de vehículos, porque les ayudará a identificar propuestas de ecodiseño desde la perspectiva de los materiales; (2) Los responsables de desarrollar políticas en torno a la eficiencia en el uso de los recursos, ya que demuestra la debilidad de las políticas actuales basadas en el peso de los materiales y ofrece como alternativa un método que evalúa tanto la cantidad como la calidad de los materiales; (3) Los ejecutivos de las empresas, porque les presenta la dependencia y vulnerabilidad de la tecnología sobre ciertos materiales y les ayudará a planificar con antelación líneas de I+D+i basadas en la eficiencia en el uso de los recursos. ; Decarbonizing world economies is necessary to avoid the continuous increase of global temperature and its negative consequences for humanity. To get this ambitious target new advances in the fields of power generation with renewables and mobility with cleaner vehicles are being made. In the case of vehicles, these advances are being mainly focused on improving the performance of combustion engines, to reduce greenhouse and polluting emissions and the development of free direct emission vehicles like the electric ones. Advances towards cleaner vehicles are encouraging the continuous renovation of vehicle fleet so it is expected that in the following decades a complete renovation will take place. This new generation of vehicles will significantly reduce its fossil dependency. But in contrast, it will demand a huge quantity of other kinds of natural resources being some of them even scarcer than oil. Some of these resources will be necessary to manufacture the following components: batteries (Co, Ni, Mn or Li); LEDs for lighting (Ga, Ge, Y); permanent magnets for motors (Nd, Dy, Pr); catalytic converters (Pt, Pd, Zr); electronic units (Au, Ag, Sn, Ta, Yb), different kinds of sensors (Ce, Tb, Se, La), infotainment screens (In); automotive high performance steel or aluminum alloys (Nb, Mo, Cr, Ti, V, Sc, W) or injectors (Tb). Unfortunately these resources are finite and some of them are very scarce being even considered as critical for the European Commission and other institutions from several perspectives such as vulnerability, economic importance, supply, or ecological risks. One of the solutions to improve resource efficiency in vehicles is to recycle these valuable metals. Nevertheless, there are two main problems around the recycling situation. On one hand, recycling rates are not growing up as faster as metal demand. On the other hand, current recycling policies define targets based on mass weight approaches, and even if they are ambitious, they fail in enhancing the recycling of minor but critical metals. The legislation compliance is achieved by means of applying mechanical separation techniques. These processes are effective to recycle those metals with the highest contribution in the vehicle weight (steel, aluminum and copper) but they are not effective for the recovery of minor metals like those that are scarce and/or critical. Consequently, minor metals end downcycled during steel or aluminum smelting or in the worst case they finish dispersed in landfills. This Thesis is presented with the main aim to improve the resource efficiency in the vehicle manufacturing sector. To accomplish with this aim, a novel method for measuring the resource efficiency and to identify possible shortages in the supply of metals is presented. The resource efficiency is analyzed through the second law of Thermodynamics through the concept of thermodynamic rarity. This method takes into account the quality of mineral commodities as a function of their relative abundance in Nature and the energy intensity required to extract and process them. The application of the thermodynamic approach allows not only to recognize the physical value of materials with a low weight contribution but also to identify those components that use them. As it has been mentioned before this Thesis also assesses possible metal shortages. This activity is made by means of an own method which combines geological data (reserves and resources), annual capacity production, annual expected demand, cumulative expected demand to 2050, recycling rates evolutions and future resource demand of other technologies. The methodology is applied to different types of vehicles (ICEV , PHEV and BEV ) and it has been useful to achieve the following main results: (1) From a thermodynamic point of view an electric vehicle demands 2.2 times more quality resources than a combustion one; (2) 31 critical components were identified in a conventional vehicle from the perspective of the materials used to manufacture them; (3) Eco-design recommendations for these components have been defined. These recommendations are based on: reducing the demand of scarce metals and to increase both the recyclability and the reusability; (4) In current End of Life Vehicle (ELV) processes 27 % of the mineral capital (measured in rarity terms) is not functionally recycled; (5) Recommendations to reduce these losses have been proposed; (6) A strategic metal ranking for the automobile sector has been produced, being the top 10 most strategic metals the following: Ni, Li, Tb, Co, Dy, Sb, Nd, Pt, Au and Ag. The contributions of this Thesis are valuable to improve the sustainability of the vehicle manufacturing sector from the raw materials point of view. These contributions are mainly valuable for the following stakeholders: (1) Designers because it helps them to apply eco-design proposals from a raw materials point of view; (2) Policy makers because it evidences the weakness of mass based approach recycling policies and it proposes an alternative method that takes into considerations not only quantity but also quality; (3) Company's executives because it confronts them with the metal dependency and vulnerability of technology and it helps them to plan with enough time R+D+i lines based on resource efficiency.

[cat] En aquesta tesi tractam deis orígens professionals deIs Secretaris, Interventors i Tresorers de l'Administració Local espanyola, mitjanyant l'analisi de l'aportació regeneradora de les seves funcions a través deis dos-cents anys de la recent historia. L'examen detallat d'aquests antecedents histories és utilitzat per comprendre les raons que en varen justificar la aparició i les conseqüencies que es deriven de l'evolució tins al present. En aquest trimsit s'analitzen els diferents períodes que transcorren a partir deis seu s inicis en la iconica Constitució de Cadis de 1812, en el text de la qual es recull per primera i única vegada en la historia del constitucionalisme espanyol la figura deIs Secretarís d' Ajuntament i de les Diputacions Provincial s, lliurement elegits per les seves respectives corporacions pero mancats de la necessaria exigencia de preparació tecnica. En I'ambit de la gestió economica són els anomenats, aleshores, Dipositarís els encarregats del maneig, la custodia i la recaptació deis fons públics de les esmentades corporacions locals. El protagonisme d'aquests dan·ers sera limitat posterionnent amb la irrupció deIs Comptadors, després anomenats Interventors, a partir de la decada deis anys seixanta d'aqueix segle XIX. El fenomen social del caciquisme i la seva malefica influencia en la vida local espanyola caracteritzaran el llarg període de la Restauració (1875-1923), sen se que s'arribin a adoptar les mesures regeneradores que proposaven la majoria dels projectes legislatius frustrats que s'anaren succeint inútilment. Precisament, molts d'ells invocaven la importancia de les funcions assignades als protagonistes del nostre estudi per poder eradicar aquesta penosa xacra. La situació variara de fonna positiva en la Dictadura del General Primo de Rivera gracies a la gran tasca de José Calvo Sotelo en la Direcció General de l'Administració. La aprovació de l'Estatut mutllcipal el 1924 i de l'Estatut provincial un any més tard, juntament amb tota la nonnativa reglamentaria de desenvolupament, forjara el regim local espanyo1 fins als nostres dies. A més a més, i pel que fa a l'objecte del nostre treball, suposara la consolidació professional deis Cossos de Secretaris, Interventors i Dipositaris de l' Administració Local, els qual seran dotats del nivell de exigencia professional i de la inamovibilitat funcional que precisaven des de feia molt de temps. Els períodes de la II República i de la llarga etapa de la Dictadura del General Franco que segueixen a continuació, malgrat la seva clara diferenciació ideologica, representen un cert continuisme del regim jurídic dissenyat amb anterioritat. L'advertencia d' il·legalitat que tenien atribUIda els Secretaris i els Interventores és un tret destacat de les seves funcions durant el regim franquista, de la mateixa manera que l 'increment de la seva preparació tecnica mitjanyant els ensenyaments que reben en l'Institut d'Estudis d'Administració Local. L'arribada de la Democracia després de la mort del dictador el 1975 donara pas a una nova etapa en la que els nostres protagonistes hauran d'acreditar la seva acomodació als nous temps. Desapareixen els vells Cossos Nacionals d'Administració Local i en el seu lloc s'instaura una moderna Escala de Funcionaris d' Administració Local amb habilitació de carilcter nacional, hereva de les seves comeses basiques, peró sotmesa a una clara delimitació en les funciones que tenen reservad es. L'estudi de la situació actual, en la qual s'examinen e1s principal s problemes que amenacen a aquest col'lectiu de l'elit funcionarial local i es fonnulen oportunes propostes de mili ora, desemboca finalment en l' exposició de nous reptes regeneracionistes per a aquests. La prevenció de la xacra de la corrupció i el desafiament de la implantació de las modemes tecnologies de la informació i comunicació en les nostres entitats locals constitueixen, sens dubte, estimuls importants per aconseguir la seva supervivencia en el futur més immediat. ; [spa] En esta tesis damos cuenta de los orígenes profesionales de los Secretarios, Interventores y Tesoreros de la Administración Local española, analizando la aportación regeneradora de sus funciones a través de los doscientos años de su reciente historia. El examen detallado de estos antecedentes históricos es utilizado para comprender las razones que justificaron su aparición y las consecuencias que derivan de su posterior evolución hasta llegar al momento presente. En este tránsito se analizan los diferentes periodos que transcurren a partir de sus inicios en la icónica Constitución de Cádiz de 1812, en cuyo texto se recoge por primera y única vez en la historia del constitucionalismo español la figura de los Secretarios de Ayuntamiento y de las Diputaciones Provinciales, libremente elegidos por sus respectivas corporaciones pero carentes de la necesaria exigencia de preparación técnica. En el ámbito de la gestión económica son los denominados, por aquel entonces, Depositarios los encargados del manejo, la custodia y la recaudación de los fondos públicos de dichas corporaciones locales. El protagonismo de estos últimos será posteriormente limitado con la in'upción de los Contadores, luego llamados Interventores, a partir de la década de los años sesenta de ese siglo XIX. El fenómeno social del caciquismo y su maléfica influencia en la vida local española van a caracterizar el largo período de la Restauración (1875-1923), sin que se lleguen a adoptar las medidas regeneradoras que proponían la mayoría de los proyectos legislativos frustrados que se fueron inútilmente sucediendo. Precisamente, muchos de ellos invocaban la importancia de las funciones asignadas a los protagonistas de nuestro estudio para poder erradicar esta penosa lacra. La situación va a variar de fonna positiva en la Dictadura del General Primo de Rivera gracias a la gran labor de José Calvo Sotelo en la Dirección General de Administración. La aprobación del Estatuto municipal en 1924 y del Estatuto provincial un año más tarde, junto a toda la normativa reglamentaria de desan'ollo, fOljará el régimen local español hasta nuestros días. Además, y por lo que atañe al objeto de nuestro trabajo, supondrá la consolidación profesional de los Cuerpos de Secretarios, Interventores y Depositarios de la Administración Local, a los que se dotará del nivel de exigencia profesional y de la inamovilidad funcional que precisaban desde hacía mucho tiempo. Los períodos de la JI República y de la larga etapa de la Dictadura del General Franco que siguen a continuación, pese a su clara diferenciación ideológica, representan un cierto continuismo del régimen jurídico diseñado con anterioridad. La advertencia de ilegalidad que tenían atribuida los Secretarios y los Interventores es un rasgo destacado de sus funciones durante el régimen franquista, al igual que el incremento de su preparación técnica a través de las enseñanzas que reciben en el Instituto de Estudios de Administración Local. La llegada de la Democracia tras la muerte del dictador en 1975 dará paso a una nueva etapa en la que nuestros protagonistas deberán acreditar su acomodación a los nuevos tiempos. Desaparecen los viejos Cuerpos Nacionales de Administración Local y en su lugar se instaura una modema Escala de Funcionarios de Administración Local con habilitación de carácter nacional, heredera de sus cometidos básicos, pero sometida a una clara delimitación en las funciones que tienen reservadas. El estudio de la situación actual, en la que se examinan los principales problemas que acechan a este colectivo de la élite funcionarial local y se fonnulan oportunas propuestas de mejora, desemboca finalmente en la exposición de nuevos retos regeneracionistas para los mismos. La prevención de la lacra de la corrupción y el desafío de la implantación de las modernas tecnologías de la infonnación y comunicación en nuestras entidades locales constituyen, sin lugar a dudas, estímulos importantes para lograr su supervivencia en el futuro más inmediato. ; [eng] In this thesis we give an account of the professional origins of the Secretaries, Auditors and Treasurers of the Spanish Local Administration, analyzing the regenerative contribution of their functions throughout the two hundred years of their recent history. The detailed examination of these historical antecedents is used to understand the reasons that justified their emergence and the consequences that derive from their subsequent evolution until they reach the present moment. In this context, the difIerent periods that pass from its begínnings in the iconic Constitution of Cádiz of 1812 are analyzed, in whose text the figure ofthe Secretaries appears for the first and only time in the history of Spanish constitutionalism, a figure that is freely elected by their respective corporations but lacks the necessary requirement of technical preparation. In the field of economic management, the so-called, at that time, Depositaries are those responsible for the management, custody and collection of public funds of the mentioned local corporations. The prominence of the latter will be subsequently limited with the irruption of the Accountants, then called Auditors, starting from the sixties of that nineteenth century. The social phenomenon of the "caciquismo" (local despotism) and its malicious influence on the Spanish local life wiII characterize the long period of the Restoration (1875-1923), when the regenerative measures proposed in a number of failed legislative proposals went frustrated. Precisely, many ofthese proposals invoked the importance of the functions assigned to the protagonists of our study in order to eradicate this painful scourge. The situation will vary positively during the Dictatorship of Primo de Rivera thanks to the great work of José Calvo Sotelo in the General Directorate of Administration. The approval of the Municipal Statute in 1924 and the provincial Statute one year later, together with all the regulations that developed it, will forge the Spanish local regime to this day. In addition, and as far as the purpose of our work is concemed, it will bring about the consolidation of the professional bodies of the Secretaries, Auditors and Depositaries of the Local Administration, which will be provided with the level of professionalism and labour irnmobility that they required for a long time. The periods of the Second Republic and the long period of General Franco's Dictatorship that followed represent, despite their clear ideological differentiation, a certain continuity of the legal regime constructed previously. The warning of illegality attributed to Secretaries and Auditors is a prominent feature of their functions during the Franco regime, as well as the increase in their technical preparation through the lessons they receive at the Institute of Local Administration Studies. The arrival of Democracy after the death of the dictator in 1975 will open the way to a new stage in which these professional bodies must prove their capacity to adapt to the new times. The old National Local Administration Bodies disappear and instead a modern Scale of Local Administration Officials is established with a national qualification, which inherits their basic tasks, but subject to a clear delimitation in the functions attributed for them. The study of the current situation, in which the main problems that lurk this elite of the local civil servants are examined and proposals for improvement are forrnulated, ultimately leads to the statement of new challenges for their regeneration. The prevention of the scourge of corruption and the challenge of the implantation of modern infonnation and communicalion technologies in our local entities, constitute, without a doubt, important stimuli lo ensure their survival in the most immediate future.

Il lavoro analizza l'evoluzione del concetto di beni comuni e i problemi sollevati dalla governance delle risorse comuni prima di tutto nella prospettiva della storia del pensiero economico, per giungere a una narrazione delle interpretazioni e delle pratiche sociali collegate a questo concetto nel contesto della profonda trasformazione delle "istituzioni", principalmente dovuto alla crisi economica. Il primo capitolo è dedicato a descrivere l'evoluzione del concetto di beni comuni e le criticità legate alla loro governance attraverso le chiavi interpretative fornite dagli economisti nel tempo. In particolare si sottolinea come l'assenza di una definizione univoca dei commons consenta di porre l'attenzione sulle prospettive che ne determinano le differenti interpretazioni. A partire da queste riflessioni, la tesi ripercorre l'evoluzione di questo concetto, soffermandosi sia sulla sua relazione con i beni collettivi, sia su Autori e concettualizzazioni che hanno preceduto e preparato il terreno per gli studi di Elinor Ostrom. Si evidenzia così come le elaborazioni di Musgrave, Tiebout e Ostrom siano più in generale rappresentative di un'evoluzione della visione del ruolo dell'autorità pubblica e delle istituzioni nella storia. Il primo capitolo conclude con uno sguardo sulle innovazioni e prospettive apportate dal lavoro di Ostrom e gli interrogativi posti dalle diverse forme di organizzazione dei sistemi di governance dei beni comuni. Poiché oggi il tema dei beni comuni e delle risorse condivise è interpretato sovente nell'ottica di un'organizzazione federale del governo e della governance, nell'ultima parte vengono accennate alcune problematiche sollevate da differenti prospettive sull'organizzazione federale delle istituzioni e la redistribuzione delle risorse. A partire da queste premesse, la seconda parte della tesi è impostata sull'analisi del concetto di beni comuni e delle sue interpretazioni da parte della società civile e di specifiche comunità, alla luce delle più recenti trasformazioni istituzionali collegate alla crisi economica. Ci si sofferma sul caso di studio della gestione dei beni comuni urbani a Roma e sull'emersione di alcune specifiche realtà, quelle dei centri sociali, analizzando l'evoluzione dei processi di autorganizzazione attorno alle risorse urbane da parte di comunità di cittadini. Attraverso un'analisi storica si evidenzia in questa parte come tali forme di gestione siano il risultato di specifici fattori di contesto, di trasformazioni economiche e della regolamentazione, nonché di meccanismi operativi di gestione e applicazione delle regole a livello locale, che hanno fortemente impattato sulla distribuzione delle risorse urbane e sullo sviluppo socio-economico della città. Si mostra come lo scostamento fra le regole formali e le regole operative in uso abbia sostenuto la formazione dei processi di autorganizzazione attorno a tali beni comuni urbani e come questo passaggio sia stato catalizzato dall'impatto della crisi economica sul livello di qualità della vita ed accesso ai servizi per i cittadini, motivando forme radicali di appropriazione di spazi vuoti e inutilizzati della città. L'ultima parte di questa sezione tenta di estendere lo schema interpretativo di Ostrom dei sistemi socio-ecologici al caso di studio della città di Roma, mostrando i motivi per cui il fallimento nella gestione delle risorse urbane a Roma sia rappresentativo di un fallimento istituzionale attorno alla gestione delle "risorse comuni" caratterizzato dalla presenza di attori molto differenti fra loro in grado di condizionare la formazione e applicazione delle regole, generando ampi squilibri e un iper-sfruttamento del territorio urbano. Le variabili che hanno influenzato tale risultato sembrano qui fortemente collegate dunque alla mancanza dell'autorità pubblica nel sostenere le necessità delle comunità locali, e in questo senso si collegano all'analisi della trasformazione del ruolo del settore pubblico di fronte ai vincoli imposti dalla crisi economica. In questi termini l'enfasi sui beni comuni e le forme di autorganizzazione delle comunità risulta dalla retrocessione del settore pubblico dal suo compito di sostengo al welfare, di equa redistribuzione delle risorse e bilanciamento degli squilibri del mercato. L'ultimo capitolo è dedicato all'analisi di uno specifico caso di bene comune urbano, il centro polifunzionale S.Cu.P., esaminato attraverso la ricerca-azione e la somministrazione di una survey (questionario). Il caso di studio esemplifica il meccanismo di autorganizzazione da parte delle comunità locali attorno alla gestione delle risorse urbane lasciate abbandonate. Si evidenzia qui la relazione fra i meccanismi di valorizzazione economica del patrimonio pubblico nel particolare contesto di Roma e i tentativi di autorganizzazione attorno all'uso di queste risorse per l'accesso a dimensioni importanti del benessere sociale e ambientale. L'attuale regressione della sfera pubblica, divenuta ormai "semi-impotente" nella garanzia dei diritti e allo stesso tempo "semi-autoritaria" nell'imposizione delle regole della governance economica, imposta il discorso sulle risorse pubbliche e condivise negli stessi termini del discorso sulla governance delle risorse comuni di gruppo (common-pool-resources), al di fuori del governo. È in questo senso che il tema dei beni comuni si colloca all'interno delle trasformazioni istituzionali come quelle del diritto. Se i confini delle istituzioni e del loro potere si fanno labili sulla base del vincolo economico e gli Stati si muovono su meccanismi di accentramento del potere nel derogare per ragioni di urgenza norme sociali e Costituzionali, favorendo la crescita di potere delle élites private, il risultato è una governance senza governo in cui gli attori dotati di maggiori mezzi possono definire regole operative che sono ben lontane da quelle collettivamente concordate di livello superiore (ad esempio quelle costituzionali – sugli obiettivi – o quelle di scelta collettiva – sulle modalità di scelta e gli attori coinvolti nel processo). ; The work analyzes the evolution of the concept of the commons and the problems raised by the governance of common resources. It starts from the perspective of the history of economic thought to reach a narration of the interpretations and social practices linked to this concept in the context of a profound transformation of the "institutions" mainly due to the economic crisis. The first chapter describes the evolution of the concept of the commons and the critical issues related to their governance through the interpretative keys provided by the economists over time. In particular, it is stressed that the absence of a clear definition of the commons enables to focus on the perspectives that determine their different interpretations. From these considerations, the thesis traces the development of this concept, focusing both on its relationship with collective goods, and on authors and conceptualizations which preceded and prepared the ground for Elinor Ostrom studies. It highlights as well how the elaboration by Musgrave, Tiebout and Ostrom are more generally representative of an evolution of the envision of the role of public authorities and institutions in history. The first chapter concludes with a look on the insights and innovations provided by the work of Ostrom and the questions posed by different forms of organization of the systems of governance of the commons. Since today the theme of the commons is often interpreted in view of a federal organization of government and governance, in the last part are mentioned some of the issues raised by different perspectives on the organization of federal institutions and the redistribution of resources. From these perceptions, the second part of the thesis is set on the analysis of the concept of the commons and its interpretations by civil society and specific community actors, in light of the most recent institutional changes linked to the economic crisis. It focuses on the case study of the management of urban commons in Rome and on the emergence of some specific reality, those of the "social centers", analyzing the evolution of self-organization processes around urban resources by the community of citizens. An historical analysis highlights in this part how such forms of management are the result of specific contextual factors - economic transformations and regulations; operating mechanisms of management and implementation of rules at the local level - which had a significant impact on distribution of urban resources, and on the socio-economic development of the city. This part shows how the deviation between the formal rules and operational rules in use supported the formation of self-organizing processes around such urban commons: it underlines how this passage has been catalyzed by the impact of the economic crisis on the level of quality of life and access to services for citizens, motivating radical forms of appropriation of empty and abandoned spaces of the city. The last part of this section attempts to extend the interpretative scheme of Ostrom's framework to analyze the socio-ecological systems to the case study of the city of Rome. This application highlights that the failure in urban resource management in Rome is representative of an institutional failure around the management of "common resources" characterized by the presence of very different actors who influence the formation and application of the rules, leading to large imbalances and over-exploitation of urban land. The variables that affected these outcomes seem here strongly connected to the lack of public authorities in supporting the needs of local communities: in this sense the issue of the Commons is connected to the analysis of the transformation of the public sector's role in facing the constraints imposed by the economic crisis. In these terms, the emphasis on common goods and the forms of self-organization of the community comes from the reverting of the public sector from its role of support to welfare, equitable redistribution of resources and of balancing the market imbalances. The last chapter is devoted to the analysis of a specific case study of urban commons, the occupied social multipurpose center S.Cu.P., examined through action research through the administration of a survey (questionnaire). The case study exemplifies the mechanism of self-organization by local communities around the management of an abandoned premise. This case-study emphasize the conflict between the mechanisms of economic valorization of public property in the particular context of Rome and the attempts of self-organization around the use of these resources by community actors in order to access important dimensions of social and environmental wellbeing. The current regression of the public sphere, which has become "semi-helpless" in the warranty of the rights and at the same time "semi-authoritarian" in the imposition of economic governance rules, sets the discourse on public shared resources in the same terms of the governance of common-pool-resources, outside of the government. It is in this sense that the issue of common property lies within the institutional transformations such as those of the right. When the boundaries of the institutions and their power become labile on the basis of economic constraints and they acts through mechanisms of centralization of power in waiving social and constitutional rules for reasons of urgency, the growth of power of private and public élites is likely to increase: the result is a governance without government in which actors with greater means can define operational rules which are far from those collectively agreed at higher levels (constitutional and collective choice rules).

Es claro que el crecimiento de la población, la extracción de materiales, la producción alimentaria y el incremento de energía para todas las actividades humanas nos conducen a un estado de colisión con las capacidades de la biosfera y los ecosistemas en el proceso de asegurar la provisión de bienes y servicios indispensables para la vida (1). La producción de energía convencional y contaminante es hoy una de las más graves en este escenario, tanto que la comunidad internacional y las potencias ya han empezado a dar muestras de preocupación por la seguridad energética y, con ello por la amenaza del cambio climático.En el actual cambio climático por primera vez se viene demostrando que la humanidad ha cambiado decisivamente un ciclo liberando CO2 a la atmósfera a través de la quema de combustibles fósiles y cambios en el uso del suelo por más de 500 000 años. El origen del cambio climático se remonta a dos grandes transformaciones en el uso de la energía. En primer lugar, la energía hidráulica fue reemplazada por el carbón, una fuente de energía condensada por la naturaleza a lo largo de millones de años. Fue el aprovechamiento del carbón para nuevas tecnologías lo que propulsó la revolución industrial y desató aumentos sin precedentes en la productividad. La segunda gran transformación ocurrió 150 años más tarde. El petróleo había sido una fuente de energía humana durante milenios. En China, por ejemplo, se registran pozos petroleros ya en el siglo IV. No obstante, la utilización del petróleo para los motores de combustión interna a comienzos del siglo XX marcó el inicio de una revolución en el transporte. La quema de carbón y petróleo, junto con el gas natural, ha transformado a las sociedades humanas al proveerle la energía impulsora de grandes aumentos en la riqueza y la productividad, pero también ha impulsado el cambio climático (2).La economía humana ha crecido vertiginosamente, se multiplicó más de 60 veces desde la revolución industrial a la fecha, y entre 2010 y 2050 se multiplicará por cuatro. ¿Cómo proveer la suficiente cantidad de energía para tal crecimiento económico sin continuar acrecentando las emisiones de gases de efecto invernadero y por tanto el cambio climático?Las respuestas tecnológicas y las propuestas globales están a la vista, pero no hay suficiente voluntad política de los grandes tomadores de decisiones para aportar en su solución. Una propuesta importante es abandonar los combustibles fósiles (carbón, petróleo) como fuente principal de producción energética, y migrar lo más rápido posible hacia fuentes de energías renovables como la hidráulica, eólica, mareomotriz, geotérmica y sobre todo la energía solar (1). De esta forma, la reducción de las emisiones de gases de efecto invernadero se prevé que estaría adecuadamente encaminada. Complementariamente, hay necesidad de incrementar la eficiencia de las plantas generadoras, el aumento del uso de tecnologías de energía renovable, reforzado con un uso más eficiente de la energía en el transporte, los edificios y los distintos sectores industriales (3).Al fin y al cabo, debemos tener en cuenta que prácticamente toda la energía que tenemos disponible en el planeta proviene del Sol. Los combustibles fósiles son tales porque alguna vez fueron seres vivos que, en grandes cantidades, quedaron sepultados y por procesos geológicos de millones de años se transformaron en petróleo y carbón. Es decir, son productos de la fotosíntesis del pasado. Asimismo, las energías eólica e hidráulica son producto de energía solar más gravedad. Salvo la geotérmica y la atómica, todas las fuentes de energía en la Tierra tienen que ver con el Sol de alguna manera (1).El Programa de las Naciones Unidas para el Desarrollo (PNUD) promueve diversas estrategias de bajo consumo de carbono, que van desde el apoyo en la transformación del mercado de electrodomésticos eficientes en materia de energía hasta la ayuda a los países para que eliminen las barreras de acceso al uso de energías renovables. También promueve una transición a largo plazo hacia formas de transporte con bajas emisiones de carbono y sostenibles.El potencial acumulado de calentamiento del planeta que se ha evitado como resultado de la labor del PNUD en materia de sustancias que agotan el ozono en todo el mundo, asciende a 24,5 millones de toneladas métricas de CO2 (4). La clave, entonces, es influir sobre la conducta de las instituciones y las personas y alentar las inversiones en empresas y actividades inocuas para el medio ambiente.La Unión Europea, asumiendo el liderazgo mundial en la lucha contra el cambio climático y a la vez en su afán de protegerse de energía ante eventuales crisis internacionales, ha emprendido como reto una gran reforma energética común, considerada histórica, con énfasis en la protección del medioambiente a través de la energía renovable. Sus líderes, en marzo de 2007, se comprometieron a alcanzar la estrategia energética, conocida como 20-20-20, hasta el año 2020. Esta estrategia implica el cumplimiento de tres grandes objetivos: 1) reducir 20% el consumo energético mediante una mayor eficiencia energética; 2) incrementar el uso de energías renovables hasta alcanzar 20% el consumo energético total, y 3) reducir en 20% las emisiones de gases de efecto invernadero en relación con las emisiones de 1990.De acuerdo con las tendencias de consumo energético, todo parece indicar que el cambio climático es y será inevitable, y la Tierra continuará calentándose. Solo basta imaginar que de llegar el incremento del consumo energético al 83,7% hasta el año 2025, tal como está previsto desde 1990, el planeta recibirá el 76,4% más de CO2 en este lapso (5).Mientras más tardemos en asumir las decisiones y en modificar nuestros patrones dominantes de generación y uso de energía, más altos serán los costos por adaptación a un futuro que, previsiblemente, se nos anuncia lleno de impactos adversos. ; It is clear that the population growth, the extraction of materials, food production and increased energy needed for all human activities lead us to a state of collision with the capabilities of the biosphere and ecosystems in the process of ensuring the provision of goods and services essential for life (1). Production of conventional and clean energy is now one of the most serious issues in this scenario; both the international community and the world powers have begun to show signs of concern about energy security and the threat of climate change.The current climate change has demonstrated for the first time that humanity has decisively changed the atmosphere by releasing CO2 through the burning of fossil fuels and changes in land use over 500 000 years . The origin of climate change can be traced back to two great transformations in energy use. First, water power was replaced by coal, a source of energy condensed by nature over millions of years. The use of coal for new technologies propelled the industrial revolution and triggered unprecedented increases in productivity. The second great transformation happened 150 years later. Oil had been a source of human energy for millennia. In China, for example, oil wells are recorded as early as the fourth century. However, the use of oil for internal combustion engines in the early twentieth century marked the beginning of a revolution in transport. The burning of coal and oil, along with natural gas, is a transformation providing the driving energy for great increases in wealth and productivity. The downside is that it is a prime contributor to climate change (2).The human economy has grown rapidly, multiplied 60 times since the industrial revolution to date, and between 2010 and 2050 will be multiplied again by four. How to provide enough energy for such growth to continue without adding to emissions of greenhouse gases and therefore exacerbating climate change?Technological responses and global proposals are obvious, but there is not enough political impetus of the great decision makers to contribute to its solution. One important proposal is to leave behind the fossil fuels (coal, oil) as the main source of energy production, and migrate as quickly as possible to renewable energy sources such as hydro, wind, tidal, geothermal and especially solar energy (1). By doing this, the reduction of emissions of greenhouse gases is expected to be properly directed. In addition, there is need to increase the efficiency of power plants, increase use of renewable energy technologies, reinforce with a more efficient use of energy in transportation, building and the different industrial sectors (3).At the end of the day, we must bear in mind that virtually all the energy we have available on the planet is from the sun. Fossil fuels are such because they were once living beings that, in large quantities, were buried by geological processes millions of years ago and were transformed gradually into oil and coal. Also, wind and hydro energy are solar energy and gravity products. Except for geothermal and nuclear energy, most sources of energy on Earth have to do with the sun in some way (1).The United Nations Development Program (UNDP) promotes various strategies for low-carbon, ranging from supporting the market transformation of efficient appliances energy to helping the countries to remove barriers to the access of renewable energy. It also promotes a long-term transition towards forms of sustainable and low-carbon transportation.The cumulative global warming potential has been avoided as a result of UNDP work on substances that deplete the ozone worldwide, amounting to 24,5 million metric tons of CO2 (4). The key, then, is to influence the behavior of institutions and people and encourage investment in businesses and activities which are innocuous on the environment.The European Union, taking global leadership in combating climate change and yet making an effort to provide energy to any international crisis, has undertaken the challenge of a common energy reform, historically considered, with emphasis on environmental protection through renewable energy. Its leaders, in March 2007, undertook to achieve an energy strategy, known as 20-20-20, 2020. This strategy involves the fulfillment of three major objectives: 1) to reduce energy consumption by 20 % through increased energy efficiency; 2) to increase the use of renewable energy up to 20 % of total energy consumption, and 3) to reduce emissions of greenhouse gases in relation to 1990 emissions by 20 %.According to energy consumption trends, it appears that climate change is and will be inevitable, and the Earth will continue to warm. Just imagine that, to increase the energy consumption to 83,7 % until 2025, as planned since 1990, the planet will receive 76,4 % more CO2 during this period (5).The more we delay in making decisions and changing our dominant patterns of energy generation and use, the higher the costs of adaptation to a future that is expected to announce adverse impacts.

The thesis focuses on certain characteristics of the state and of state formation in Malawi, with particular emphasis on the effects of development aid. The methodological and theoretical approach draws primarily on social anthropology. Empirical research included multi-sited ethnographic fieldwork in Malawi during 2009. The thesis consists of three papers for publication in journals, each focusing on different aspects of the state and state formation, and an introductory discussion. The first paper – Chiefs and everyday governance: Parallel state organisations in Malawi – looks at the institutional set-up of the state. In Malawi, this includes not only the formal institutions, but also the chiefs: the paper sees the chiefs as not primarily "traditional" leaders, but as an integral part of the state. The paper discusses some implications of the fact that two seemingly incompatible state institutions, often filling the same or similar functions, exist in parallel and are available both for subjects/citizens and for public offices. People are thus subject to parallel rule: they are simultaneously subjects under a state-enforced chieftaincy, and citizens of a modern state. The position of the chiefs in Malawi has been strengthened and expanded during the last two decades. Ironically, this has been possible due partly to policy choices that have been promoted or introduced by donors, but that have paved the way for the strengthening of an institution incompatible with the liberal democratic values emphasised by the same donors. The second paper – Performing good governance: the aesthetics of bureaucratic practice in Malawi – focuses on bureaucratic practice. In the case observed – agricultural subsidy distribution – the policy of the government (and its donors), of targeting only the poorest farmers, contrasts with local norms for more equal sharing. The public office does not have the authority to overrule local norms, and the targeting procedures therefore fail completely to achieve what they were designed for. Nonetheless, they are carried out with enthusiasm. This may be because of the "aesthetic" qualities of those procedures: they create an image, albeit temporary, of a well-functioning state and a well-organised population. The case is used as basis for a discussion of the role of aesthetics in bureaucratic practice and in state formation, and the role of bureaucrats as mediators between incompatible norms and worldviews: by carrying out the stipulated procedures even when they "fail" – but with primacy to the aesthetic aspects rather than the instrumental effects – the bureaucrats make possible the continuation of the subsidy programme, in the interests of all those involved. The third paper – Making and shaping poor Malawians: Citizenship below the poverty line – explores some observed and some potential consequences of the poverty line. The idea of distinguishing between individuals and households according to a "poverty line" has been introduced in Malawi only recently, partly in connection with the UN Millennium Development Goals. The poverty line as it is applied in Malawi – the national response to the global poverty line known as one dollar a day – in most cases has no local equivalent. But when it is used to identify the intended beneficiaries of development interventions, it becomes of increasing economic, social and political relevance. Those classified as "below" the poverty line have exclusive access to certain state resources. But in practice, by the way poverty interventions are organised, these beneficiaries are also subjected to particular forms of governance, including more intense attempts to reform their rationality and behaviour than what is the case for those "above" the line. By the tendency to organise beneficiaries in groups they also tend to interact with government less as autonomous individuals than those who are classified as above the line. In effect, the poverty line serves to distinguish between two types of citizens – perhaps in contrast to policy objectives of including the poorest as equal citizens. The three papers refer to different academic debates, but they all point to aspects of state formation associated with aid and development. This is discussed in the introductory chapters. The main argument here is that all papers demonstrate some forms of dissonance: here used as a metaphor for the difference between how social phenomena appear when seen through the logic of the state, and how social life is experienced in actual, local, daily interactions. Such dissonance is well known in all states, but seems particularly evident in states receiving development aid. The introductory paper discusses aspects of aid and development that can explain this, building on recent critical studies of aid and development in social anthropology. It points to features that are inherent in all aid, but have become increasingly relevant with the recent changes in development discourse that seem to produce dissonance. Aid can therefore increase the dissonance inherent in all states between reality as it is seen in a state logic, and reality as it is experienced locally. ; Den norske tittelen er Bistand, utvikling og statsdannelse i Malawi. Avhandlingen er basert på antropologisk feltarbeid i Malawi og omhandler ulike sider ved stat og styring, med vekt på hvordan staten påvirkes av bistand og utvikling. Avhandlingen består av tre artikler. Den første artikkelen omhandler høvdingenes rolle. I Malawi er høvdingene en integrert del av statsapparatet. Folk på bygda forholder seg oftest til sin høvding som mellomledd til staten, men kan også ha direkte kontakt med offentlige institusjoner. Det fører til at staten består av to parallelle strukturer som i noen grad overlapper, og artikkelen diskuterer enkelte konsekvenser av dette. Videre viser artikkelen til at høvdingene har fått mer makt de siste to tiår. Det har i stor grad skjedd som følge av politikk som er fremmet gjennom vestlig bistand: For det første har høvdingene fått en relativt sett mye sterkere posisjon fordi andre statlige makthavere er blitt svekket. Det skyldes både introduksjon av flerpartidemokratiet (som reduserte partiapparatets makt) og reduksjon i offentlig sektor samt nye former for samhandling mellom offentlige kontorer og enkeltmennesker (mer mindre tvang og mer rettighetsbasert samhandling). For det andre insisterer donorene ofte på at utviklingstiltak skal være lokalsamfunnsbasert og organiseres lokalt på måter som gjør at man blir helt avhengig av høvdingen for å kunne gjennomføre tiltakene. Paradoksalt nok har altså slike donor-interesser ført til en styrking av høvdingene, som er en instisjon helt inkompatibel med de liberale, demokratiske verdiene som bistanden ellers forsøker å fremme. Den andre artikkelen ser på byråkratisk praksis. Den er basert på et case-studie av et statlig, donorstøttet progam for distribusjon av landbrukssubsidier, og ser særlig på prosedyrene som skal sørge for at subsidierte såfrø og kunstgjødsel bare gis til de fattigste bøndene. Artikkelen viser hvordan prosedyrene ikke lykkes i dette fordi landsbyene, under høvdingens ledelse, re distribuerer de subsidierte varene etter kriterier for mer lik fordeling. Men prosedyrene er meningsfulle selv om de "mislykkes". Det kan forstås ved å se dem som estetiske uttrykk framfor som instrumentelle handlinger. De skaper et slags bilde av et velorganisert samfunn og en velfungerende stat, som gir mening selv om det ikke gjenspeiler virkeligheten. Men prosedyrene har også noen praktiske konsekvenser: Det er i praksis ikke mulig å gjennomføre regjeringens (og donorenes) krav til fordeling av subsidier så lenge disse er inkompatible med lokale normer, fordi regjeringen har ikke kapasitet og autoritet nok til å tvinge gjennom sin egen politikk. Ved å gjennomføre prosedyrene likevel, tilfredsstiller man regjeringens og donorenes krav til målretting av landbrukssubsidier. Byråkratene kan (uten å lyve) dokumentere til regjeringen og donorer at subsidiene er blitt distrubert til utvalgte mottakere, og landsbyene kan omfordele i forhold til lokale normer like etterpå. Paradoksalt nok er det nettopp ved å "mislykkes" – og ved at prosedyrene derfor blir mer estetisk enn praktisk relevante – at prosedyrene gjør det mulig å gjennomføre subsidieprogrammet til fordel for alle involverte. Den tredje artikkelen ser på hvordan staten kategoriserer og klassifiserer enkeltmennesker og organiserer statlige tjenester etter dette. Fokuset er på den såkalte fattigdomslinjen, en malawisk tilpasning til den globale fattigdomsdefinisjonen kjent som "en dollar per dag". En slik definisjon samsvarer ikke med noen lokale skillelinjer i Malawi, men når den brukes til å peke ut mottakere av statlige tjenester, blir den både politisk, økonomisk og sosialt relevant. De som ligger "under" fattigdomslinjen får eksklusiv tilgang til noen statlige ressurser, men samtidig utsettes de for andre typer styring. Det er fordi de statlige tjenestene vanligvis kombineres med spesielle måter å organisere folk på, sammen med forsøk på å endre mottakernes måte å tenke og handle på. Det er en naturlig strategi dersom man antar at årsaken til fattigdom ikke er materielle eller eksterne sosiale og politiske forhold, men skyldes noe ved de fattiges egen oppførsel. I sin konsekvens kan man si at fattigsomslinjen etablerer et skille mellom to typer borgere: De som er "fattige nok" til å få hjelp av staten, og de andre som forventes å klare seg selv i markedet. Målet med fattigdomstiltak blir da å omskape de fattigste til gode, markedsvennlige borgere som klarer seg selv uten videre statlig inngripen. I praksis er det ofte liten økonomisk forskjell på de som er "under" og "over" fattigdomslinjen, men de blir gjenstand for forskjellige former for statlig styring. De tre artiklene representerer dermed ganske forskjellige perspektiver på stat og styring, både praktisk og teoretisk. Men de har til felles at de viser til noen endringer når det gjelder stat og styring, som synes å være påvirket av bistand og utviklingspolitikk. Dette diskuteres i avhandlingens innledende del. Denne diskusjonen tar utgangspunkt i at alle artiklene viser til noe som kan kalles "dissonans". Dissonans brukes som metafor på forskjellen mellom statlige måter å forstå og organisere virkeligheten på, og hvordan virkelighet erfares for folk lokalt. Det gjelder på ulike måter i de tre artiklene: I forholdet mellom høvdingstyre og den formelle statsapparatet, i byråkratiske prosedyrer som synes å mislykkes, men likevel har en funksjon, og i et statlig forsøk på å organisere en befolkning etter kriterier som ikke samsvarer med noen lokale måter å se lokalsamfunnet på. Slik dissonans synes å øke som følge av bistand og utvikling, og diskusjonen tar opp noen sider ved bistand som kan forklare dette. Et hovedargument er at de som jobber med bistand – særlig statsansatte i mottakerlandene – må forholde seg til abstrakte ideer i internasjonal utviklingstenking, som ikke passer sammen med lokale forhold. De kan velge ulike strategier for å løse dette problemet, men alle de mest relevante strategiene synes å føre til en økning i forskjellen mellom en "statlig" virkelighet og lokale erfaringer. Disse sidene ved bistand er blitt større med tiden som følge av to forhold. For det første legger de fleste bistandsaktørene stadig mer vekt på å reformere mottakeren, som representerer bredere og mer kompliserte utviklingsmål enn om hovedvekten er å overføre ressurser. For det andre har man nå mer fokus på spesifikke kategorier av enkeltmennesker framfor å se på fattige land og samfunn under ett. Begge disse utviklingstrekk fører til økt behov for å jobbe med aggregert, abstrakt informasjon, framfor spesifikk kunnskap om mottakerne og deres omgivelser. Det gjør at avstanden mellom abstrakte ideer og opplevd virkelighet blir større.

Authors' IntroductionSimilar to race, class, and gender, the body is an important signifier that shapes identity, social processes, and life outcomes. In our article, we examine the individual and institutional rewards conferred upon physically attractive individuals and the social stigma and discrimination experienced by the less physically attractive. This body hierarchy is tied in part to the performance of beauty work, including attempts to transform and/or manipulate one's hair, make‐up, and body shape or size. We explore these beauty work practices, highlight the gendered nature of this body hierarchy, and situate these practices in debates about agency and cultural structure. Are beauty conformists 'cultural dopes' who buy into an oppressive patriarchal beauty culture that creates docile bodies? Or, are these individuals 'savvy cultural negotiators' who participate in beauty work practices to reap material and psychological rewards?Authors recommendsBordo, Susan. 2003. Unbearable Weight: Feminism, Western Culture & the Body. Berkeley, CA: University of California Press.A series of essays that examine Western body culture, including media images, weight loss practices, reproduction, psychology, medicine, and eating disorders. In her analysis, Bordo adopts a postmodern feminist interpretation, problematizing the female body as a cultural construct.Davis, Kathy. 1991. 'Remaking the She‐Devil: A Critical Look at Feminist Approaches to Beauty'. Hypatia, 6, 21–43.Drawing on interviews with Dutch cosmetic surgery patients, Davis examines how women account for their decisions to participate in cosmetic surgery and how they view it in light of surgery outcomes. She argues that women actively pursue cosmetic surgery for instrumental reasons including regaining control of their lives, feeling normal, and/or righting the wrong of an ongoing suffering.Dellinger, Kirsten and Christine L. Williams. 1997. 'Makeup at Work: Negotiating Appearance Rules in the Workplace'. Gender & Society, 11, 151–77.Dellinger and Williams analyze in‐depth interviews to understand the reasons why women do – or do not – wear makeup in the workplace. Women are negatively sanctioned when they do not wear makeup (e.g. they are questioned about their health or heterosexuality) and are positively rewarded when they do wear makeup (e.g. they are seen as more credible, feel more confident, etc.). The authors argue that such practices ultimately reinforce inequality between women and men, but that individual resistance strategies are unlikely to be successful given the institutional and structural constraints faced by women.Gagné, Patricia and Deanna McGaughey. 2002. 'Designing Women: Cultural Hegemony and the Exercise of Power Among Women Who have Undergone Elective Mammoplasty'. Gender & Society, 16, 814–438.The authors address two feminist perspectives on cosmetic surgery using interviews with women who have undergone elective mammoplasty. One perspective suggests that women who elect cosmetic surgery are victims of false consciousness whose bodies are disciplined by a male gaze. A second perspective centralizes women's agency; surgery enables women to achieve greater power and control over their lives. They propose a grounded theoretical synthesis, maintaining that surgery can be empowering at an individual level, but can also reinforce hegemonic ideals that oppress women as a group.Gimlin, Debra L. 2002. Body Work: Beauty and Self‐Image in American Culture. Berkeley, CA: University of California Press.Gimlin examines four sites of body work – the beauty salon, aerobics classes, a plastic surgery clinic, and a fat acceptance organization. Relying on ethnographic and interview data, she discusses women's body transformation efforts and how they negotiate the relationship between body and self.Lovejoy, Meg. 2001. 'Disturbances in the Social Body: Differences in Body Image and Eating Problems among African American and White Women'. Gender & Society, 15, 239–61.Lovejoy reviews several perspectives on racial/ethnic differences in body image and eating disorders including: (1) a psychometric perspective that focuses on attitudinal and perceptual body image; (2) white feminist perspectives that focus on social control and changing gender roles; and (3) black feminist perspectives that claim obesity is a problem for black women, see eating as a mechanism to cope with oppression, and acknowledge black women's susceptibility to eating disorders. According to Lovejoy, black women's positive body satisfaction can be explained through an alternative beauty aesthetic and the cultural construction of femininity in black communities.Pope, Harrison G., Jr., Katharine A. Phillips and Roberto Olivardia. 2000. The Adonis Complex: The Secret Crisis of Male Body Obsession. New York: The Free Press.In contrast to the many works that focus on women, these authors discuss appearance stereotypes and appearance work related to men and masculinity. While more journalistic than academic in tone (and quality of research design), the authors draw on surveys, interviews, and archival documents to argue that women's entrance into previously masculine arenas (e.g. male‐dominated occupations) has led to a sort of 'threatened masculinity.' As a result, men use their bodies to demonstrate masculinity (e.g. increased musculature) – often through unhealthy behaviors and practices, including steroid use and eating disorders.Weitz, Rose. 2001. 'Women and Their Hair: Seeking Power through Resistance and Accommodation'. Gender & Society, 15, 667–86.Based on in‐depth interviews with women, Weitz shows how women use their hair (style, length, color, etc.) to conform to, resist, and negotiate hegemonic beauty norms, thereby gaining – or losing – personal and professional power and other advantages. Weitz's article is particularly useful for illuminating how personal advantages can belie group advantages as well as the limitations of the agency versus docile bodies argument.West, Candace and Don H. Zimmerman. 1987. 'Doing Gender'. Gender & Society, 1, 125–51.This article introduces the idea of gender as an accomplishment or a performance. Femininity and masculinity, the authors argue, do not automatically follow from biological sex. Rather, males and females perform gender in their daily routines and interactions with others. We 'do gender,' for example, through our appearance, behaviors, speech patterns, etc.Wolf, Naomi. 1991. The Beauty Myth: How Images of Beauty are Used Against Women. New York: Harper Collins.This book explores the relationship between unattainable beauty ideals and women's social advancement. Examining issues including work, culture, religion, sex, and hunger, Wolf argues that despite increased advancement in the public sphere, women's self‐esteem and equality are stymied by the beauty myth and an obsession with body perfection.Online materialsAbout Face! http://www.about‐face.org/ About Face is an organization whose mission is to equip women and girls with tools to understand and resist harmful media messages that affect their self‐esteem and body image. Website contains images of positive and negative advertisements (along with discussion questions and company contact information), further reading suggestions, and links to other organizations dealing with either body image or media literacy.Adios Barbie http://www.adiosbarbie.com/ A website devoted to creating awareness about disempowering cultural messages about bodies, encouraging positive body image, and taking an active role in creating unique versions of beauty and identity.Jean Kilbourne http://www.jeankilbourne.com/lectures.html Jean Kilbourne is an author and lecturer whose works focuses extensively on the depiction of women in advertising. Her website includes recourses for change and postings from organizations with opportunities for individuals to get involved in activities/events that challenge destructive media images. The 'Film & Video' link also includes films on advertising and western beauty culture.Lauren Greenfield http://www.laurengreenfield.com/ Lauren Greenfield is a photographer whose images capture, among other things, the toll of beauty stereotypes and beauty work on women of all ages. Particularly relevant are Greenfield's collections titled Girl Culture and Thin. The website includes photographic images, short films, links to Greenfield's books and films, and further resources, including readings for teens, activists, and educators (including an extensive discussion/exercise guide for Girl Culture).Love Your Body Day Campaign (National Organization of Women) http://loveyourbody.nowfoundation.org/ Website for NOW's annual body‐image campaign that began in 1998. Includes activism resources (primarily for college campuses), including a Powerpoint presentation with images and text about how commercial images (with a focus on advertising) affect both women and men ('Sex, Stereotypes and Beauty: The ABCs and Ds of Commercial Images of Women'). Newsweek, Lifetime Spending on Beauty http://www.newsweek.com/id/187758 Interactive graphic, 'The Beauty Breakdown', shows the average cost that women in various age groups spend on beauty products and services. Graphic also includes links on the right‐side menu to other Newsweek articles and photo essays related to beauty work.Sample SyllabusWe encourage use of this article in various Sociology, Gender and Women's Studies, and Cultural Studies courses including Introduction to Sociology, Sociology of Gender, and the Sociology of Body.Focus Questions

In what ways does your level of physical attractiveness affect how others treat you? How does your race and gender shape your response? Consider various contexts including school, work, gym, church, etc., and how social context might affect social treatment.
What are some individual and institutional rewards conferred upon physically attractive individuals? How are physically unattractive individuals stigmatized and treated differently? Why do you think individuals make assumptions and treat people differently based on physical attractiveness?
What are some common forms of beauty work practices? Do you engage in any of these practices? Why? Why do you think others engage in these practices? How do practices and consequences differ by gender? By race? By sexual orientation?
How is beauty work a gendered double standard? That is, how do beauty work 'obligations' differ for women and men? Also, what are some contradictions women face when they perform beauty work? In other words, what are some of the costs to performing – as well as not performing – beauty work?
What, if any, forms of resistance are an effective means of social change? Do 'alternative' appearances, i.e., body piercings, scarring, or tattoos, or advertising campaigns such as the Dove Real Body campaign constitute resistance to beauty ideals that promote social change? How might different strands of feminist thought envision social change?

Seminar/Project IdeasReading Assignment: Beauty AssumptionsSelect photos of both conventionally attractive and unattractive men and women from various racial and ethnic backgrounds. Select these photos in pairs, varying preferably all but the level of physical beauty, e.g. attractive white woman versus unattractive white woman, attractive black man versus unattractive black man. If possible, use 'before and after' makeover photos. Before students read the assigned article, ask them to rate the person depicted in each photo on various personality characteristics. Use semantic differential scales and pairs such as happy‐sad, beautiful‐ugly, intelligent‐unintelligent, healthy‐unhealthy, honest‐dishonest, friendly‐unfriendly, etc. After students have read the article, revisit their responses. Are there any patterns of assumed characteristics based on level of physical attractiveness? How does race and/or gender affect responses? Use this exercise to transition into a discussion of the article.Journal Assignment: Media and Our Beauty CultureAsk students to examine critically and document observations about the beauty culture that surrounds them. In a week, students should pay special attention to what they see on television. In terms of physical attractiveness, who is depicted on television? Moreover, how do depictions vary by physical attractiveness? What roles do physically attractive individuals play? How are they depicted? Conversely, what roles and portrayals are associated with less physically attractive individuals? Would they see similar depictions in other media such as film, magazines, and the internet? In their write‐up, students should also discuss the social meanings and significance of these television depictions. For example, do they think these portrayals affect their views of beauty, their assumptions about others, and how they treat others?

One year after a national election in which the Democrats won not only the presidency but 18 congressional seats and 9 new senators, the party lost two major gubernatorial races in Virginia and New Jersey, but won an unexpected congressional seat in upstate New York. Clearly, Obama's coattails did not prove strong enough to bring out the two groups that helped him go over the top in last year's election, namely, the youth vote and the African American votes. There are many lessons to be learned by both parties from this past week' s elections, but there is also the risk of over interpreting results as a prequel of next year's mid-term elections. First, in an "off-off" year, most of the electorate was indifferent to the elections, worried as they are about more pressing issues such as higher taxes, the ever-expanding deficit and more than anything else, about unemployment, which has just surpassed the 10% mark in spite of reported GDP growth of 3.5% this quarter. Second, the state gubernatorial races were played out at the local level and had more to do with the candidates themselves than with the voters 'discontent with the President. Indeed, in a Virginia exit poll, 60% of the voters said that they had based their vote on state issues, while only 24% of those polled said they had used their vote to express their dissatisfaction with the President and 20% to express their support for him. On the other hand, Congressional elections reflect more of the national mood, and here the Democrats were winners: due to an inner brawl among Republicans, they unexpectedly won a seat the Republicans had held since the 1870s in the twenty-third district of New York. still, just as it would be a mistake to give national significance to the state races, it would also be silly to miss the obvious: the preponderant mood in the country is anti-incumbency, and this affects both parties. But clearly, independents who voted for Obama are re-directing their votes toward the Republicans and becoming savvier, more issue specific voters. In addition, both parties have base problems: the Democrats need to figure out how to get their base to the polls during off-year elections, and the Republicans must find ways to control their base so that it does not destroy the party. Turnout was the definitive factor in both gubernatorial races: it fell from 3.7 million to under 2 million in Virginia, and from almost 4 million to 2.3 million in New Jersey. The Republicans and Independents were more energized than the Democratic base, so they voted in larger numbers. Young voters between 18 and 29 years of age represented only 10% in Virginia and 9% in New Jersey. In contrast, in the 2008 presidential race they represented 21% and 17% respectively, and are credited for delivering the states to Obama in both cases. In New Jersey, an unpopular Democratic incumbent, albeit an Obama ally, lost to a new Republican face that ran on a fiscally conservative platform. Obama's appeal was apparently weaker than the voters' aversion for Jon Corzine, so U.S district attorney Chris Christie won, becoming the first Republican to win that position in 12 years. In Virginia, Bob McDonnell underplayed his extreme socially conservative views and his connection to Christian Right leader Pat Robertson. Instead, he ran a positive campaign based on job creation, quality of life for Virginians and fiscal responsibility. His opponent, Creigh Deeds, ran a negative TV ad campaign based on his opponent's social conservatism and his ideology as reflected in a misogynist twenty-year old thesis. In a calculation that backfired, Deeds distanced himself from President Obama for most of his campaign, only to turn to him towards the end. It proved to be too late. On that sunny autumnal day, Democratic voters, especially African Americans and young voters, the two groups than gave Obama his victory in Virginia, were absent from the polls. After eight years of two outstanding Democratic governors, the Executive Mansion in Richmond reverted to Republicans. Unlike Governor Warner who in 2005 prepared the way for his successor, Tim Kaine had spent most of 2009 out of the state, in his new national role as chairman the Democratic National Committee, and did very little to help Deeds. Kaine's national ambition seems to have gotten in the way of his local role as Deeds' promoter and cheerleader, and he became, in the words of Professor Larry Sabato, more of a "partisan rather than a unifying figure" at home. However, the apathy of Democratic voters has deeper roots than just civic irresponsibility or lack of engagement. It is also a reflection of disillusion and even rage with the failure of the Obama administration to create jobs and to deal with Wall Street in stricter terms, for example by breaking up the "too-big-to-fail" banks, introducing stricter regulation of derivatives trading and by reducing of CEO's compensation. Again, in spite of all the rhetoric, Obama seems to have bailed out Wall Street at the expense of middle-class tax payers and small businesses. In sum, Obama's young followers and liberals stayed home because Obama is moving too slowly in crucial issues; independents switched parties because of their own fears of losing their jobs and facing higher taxes, as well as to punish the Democrats for too much government spending with little results for higher employment; and McDonnell benefited as much from a weak, erratic opponent who ran a terrible campaign as he did from his own smart strategy and pragmatic style.While the main problem then for Democrats is how to energize the base so that they can fulfill their civic duty and vote, the Republicans have the opposite problem: how to control their base so that it does not get in the way of allowing the party to field moderate candidates that can get the Independent vote. In this sense, what happened in New York 23rd district may be a blessing in disguise for the Republicans, as it will teach them a lesson in time for next year mid-term election. In this previously little known congressional district near the Canadian border, the Republican Party nominated moderate Assemblywoman DeDe Scozzafava in a special election called to fill the seat of Representative JohnMcHugh (R-NY) who had been appointed Secretary of the Army by President Obama. This was regarded as a safe Republican seat given that the party had held it for over 100 years. However, in a twist of events that took both parties by surprise, Conservatives rebelled against the party nominee, whose social values were deemed too liberal, and fielded their own candidate, Doug Hoffman, with the support of talk show celebrities Rush Limbaugh, Glen Beck and Sarah Palin. The Club for Growth, main supporter of Tea Partiers and Birthers, poured a lot of money in support of Hoffman, and consequently Scozzafava, the official Republican Party nominee, started training in the polls. On the weekend before the election, Scozzafava abandoned the race and endorsed the Democratic candidate! The Right was jubilant, confident of a victory in this rural district, which has very few immigrants and is 93% white. Indeed, Fox news insisted on predicting a "tidal wave" in favor of the Conservative candidate all throughout Election Day, only to be forced to concede at past midnight that instead, the Democratic candidate, Bill Owens, had won. The election in the 23rd district, then, served as a warning to Republicans of whatnot to do in 2010. While the two Republicans that won the gubernatorial races did so by moving to center, thus appealing to Independents and moderates, the main losers in New York state were the Tea Partiers and Birthers who have taken advantage of the vacuum of leadership at the top, have hijacked the Republican Party and made the country at times seem ungovernable. Let it be noted here that both conservative candidates then- to- be governors elect, Chris Christie in New Jersey and Bob McDonnell in Virginia, had rejected Palin's offer to campaign for them. Recognizing the relevance of this kind of wisdom, as well as his good looks and ability to persuade, McDonnell is already being touted as a possible candidate for the 2012 national ticket.2009 will be remembered as the year of anti-incumbency, but this anti-incumbent mood is not so much about Obama, who still enjoys close to 60% of popularity, as it is about government in general. Indeed, every special Congressional election since Obama assumed the presidency has been won by Democrats even in seats previously held by Republicans. In politics, one year is an eternity, so it is difficult to extrapolate the November 3rd results to next year's mid-term election. It all depends on whether the economic stimulus starts to work more consistently and is translated into jobs. The passage of health care reform by the House is undoubtedly a victory for Democrats, but it was a narrow one, with 39 Democrats voting against it, in spite of serious compromises by House Speaker Pelosi, including one amendment that prohibits the use of federal money for abortion and that is already under fire by the party's liberals. If the so-called Stupak amendment is not taken out in House-Senate conference, then the Party may see a huge backlash by women and other groups. Still, health care reform will be a reality by year's end, and once it passes it will become sacred: voters will embrace it (as they did with Medicaid and Medicare, as well as Social Security) and, together with job recovery, it may become the basis of a better mid-term election for Democrats than most pundits are predicting now.Finally, while the two gubernatorial races were won by the Republicans, and can be read as a warning to incumbent governors everywhere in next year's elections, it is clear that the largest group that went to the polls were mainly McCain voters, as well as disgruntled independent voters who shifted to the right. And while this trend is good news for the Republicans, the inexorable weight of demographics is against them: these races were won by an overwhelmingly white and older, more male than female, electorate who constitute at the same time an increasingly smaller percentage of the population as a whole. The fastest-rising voting groups do not vote for the Republican Party, which they consider the party "without ideas". To win next year, the GOP needs to regroup fast, get rid of the Palin-Limbaugh baggage and find new leadership. A year has gone by since their huge electoral loss and they have yet to find it. Senior Lecturer, Department of Political Science and Geography Director, ODU Model United Nations Program Old Dominion University, Norfolk, Virginia

2005/2006 ; This paper intends to be a prospective analysis of a phenomenon that is not new in Europe, but it is not even old: the cooperation and development of European regions. It reports on the results of research to explore a range of attempts to develop new regional forms in European Union, and considers the degree to which they accord to conceptualisations of the "new regionalism" and accounts of the changing territorial structure of the state. It highlights the array of new regional configurations which now extends across the territory of the European Union, discussing the influence exerted by the growth of interest in European spatial planning over the course of the 1990s and considering the degree to which readings of new regionalist rhetoric have informed both the creation and substance of a number of recently conceived regional entities. The structure of this thesis is formed by six chapters that develop one central idea of the situation of regions in European Union with particular interest on the "new regionalism" and development of trans-border cooperation in this part of the word. Therefore, we start the research paper by presenting in the first chapter - the Introduction - the main objectives of this study and the main questions that this thesis tries to answer. The second chapter - Theories of European Regional Policy – presents some of the most important theories about the concept of Regional Policy in European Union, that is also the most important mechanism that affects and tries to develop the cooperation between European regions, and the approach of this concept by different scholars all over the EU and not only. This chapter is structured in three parts: the Classical Theories of European Regional Policy in the context of European Union Policies, the New Theories and Proposals Regarding the European Regional Policy and the Cross-border Cooperation and European Regional Policy. These three ways of looking at the European Regional Policy are connected and try to approach this complex argument from more perspectives, as it can be observed in the pages of this chapter. In the chapter number 3 - The European Regional Policy and its Instruments- we are going forward into the analysis of the regional policy in European Union and try to find more connections between the regions from this perspective. In this sense, this chapter has three parts: The European Regional Policy - from the beginning to our days-, The Instruments of the European Regional Policy: A. Structural Funds and The Instruments of the European Regional Policy: B. INTERREG Programmes. We noticed, following this research, that not only the European regional policy is present in the daily life of European citizens, but also it is very active, and from its beginnings to our-days had more and more influence in the development of European regions. This was and is possible with the help of its instruments, the most important of these being presented in this chapter. Following the same framework, the next chapter, number 4 - The Theories of Regionalism in the European Union – wants to approach the issue of regional cooperation also from a more formal point of view. In this sense, the chapter has three parts: The Regionalism and the "New Regionalism" in the European Union, The Analytical Framework and the Trans-border Regions and the "New Regionalism". This structure helps understanding the concept of regionalism and, more than that, seeing the connection between European regionalism, the European regional policy and the main actors in this field, the European regions. At this point of the study, it is necessary to give some examples of how it is working and how could work these theoretical aspects in practice. The chapter number 5 - The Analysis of Two Case-study of Regionalism in European Union – brings to our attention two examples of European regionalism, one from the beginning of the application of this concepts: A Case-study of "Old Regionalism" in European Union - Cross-border Cooperation: Italy and Austria -, and on the other side, an example of a more recent type of this phenomenon in the European Union, that is: A Case-study of "New Regionalism" in the European Union – Trans-national Cooperation North West Europe (NWE). The chapter concludes, in the third part: The Results of the Analysis between these Two Types of Regionalism in the European Union, by presenting some similarities of these two types of regionalism and the advantages and disadvantages that result from the application of this kind of regional cooperation. The final chapter, number 6 – Conclusions and Next Steps, presents the conclusions and some possible ways of action in the future, in the field of cooperation between the European regions, so the chapter is structured in two parts: Conclusions and Next Steps. The thesis concludes with a list of references that we used in the research. This part is the Bibliography. It is divided in the following parts: General Papers, Special Papers, Studies-Articles-Publications, European Union Documents and Electronic sources. For a better understanding of the arguments in discussion, we considered necessary to annex three documents: Cross-border Cooperation (ERDF) Maps in European Union, Trans-national Cooperation Areas Maps in the European Union and Nomenclature of Territorial Units for Statistics (NUTS). This represents the situation of the regions in the European Union. Within this structure, the thesis wants to put in light the importance and the role that the regions play in the European Union. The analysis of this kind of aspects could bring a better understanding of where and how the future will be for the regions in the European Union. ; Questa tesi vuole essere un'analisi prospettica di un fenomeno che non è nuovo in Europa, ma nemmeno conosciuto da tanto tempo: la cooperazione e lo sviluppo delle regione europee. Questo lavoro riporta i risultati della ricerca che ha tentato di analizzare in modi diversi le nuove forme regionali nell'Unione Europea, considerando in quale grado gli esperti sono d'accordo nel dare una definizione al "nuovo regionalismo" e nel rilevare le modifiche strutturali a livello territoriale dello stato. Nello stesso tempo, si sottolinea la moltitudine di nuove configurazioni regionali che adesso si possono individuare sul territorio dell'Unione Europea, esaminando l'influenza esercitata da un maggior interesse per la pianificazione spaziale - territoriale a partire dagli anni '90, anche in considerazione del grado in cui le nuove teorie retoriche regionaliste hanno influito sulla creazione e sulla sostanza di nuove forme regionali che sono state create di recente. La struttura di questa tesi si basa su sei capitoli, ognuno dei quali prova a sviluppare da un punto di vista diverso, un'idea centrale della situazione delle regioni nell'Unione Europea, con un accento particolare sul fenomeno del "nuovo regionalismo" e lo sviluppo della cooperazione transfrontaliera in questa parte del mondo. In questo senso si è dato inizio a questo lavoro di ricerca, presentando nel primo capitolo, l'Introduzione, i principali obiettivi di questa tesi e le questioni più importanti per le quali si vogliono trovare delle risposte. Il secondo capitolo – Le teorie della politica regionale europea – presenta alcune delle più importanti teorie che riguardano il concetto della Politica Regionale nell'Unione Europea, che è nello stesso tempo il meccanismo principale che influisce e che prova a sviluppare la cooperazione tra le regione europee. In esso si mettono anche in evidenza le teorie di diversi studiosi europei e non solo, che hanno analizzato questo argomento. Il capitolo è strutturato in tre parti: Le teorie classiche della politica regionale europea nel contesto delle politiche europee; Le nuove teorie e le proposte che riguardano la politica regionale europea; La cooperazione transfrontaliera e la politica regionale europea. Questi tre modi di avvicinarsi al tema della politica regionale europea sono collegati tra di loro e provano a studiare questo fenomeno complesso da svariate prospettive, come si può desumere dalle pagine di questo capitolo. Nel terzo capitolo – La politica regionale europea e i suoi strumenti – si è cercato di procedere nell'analisi della politica regionale nell'Unione Europea e di trovare più connessioni tra le regioni da questo punto di vista. In tal senso, questo capitolo si sviluppa in tre parti: La politica regionale europea – dalle origini fino ad oggi; Gli strumenti della politica regionale europea: A) i fondi strutturali; Gli strumenti della politica regionale europea: B) i programmi INTERREG. Nel corso di questa ricerca abbiamo notato che non solo la politica regionale europea è presente nella vita quotidiana dei cittadini europei, ma che, da quando ha avuto inizio questa sua presenza e fino ai nostri giorni, è stata ed è molto attiva, avendo un'influenza crescente nello sviluppo delle regioni europee. Ciò è stato ed è tuttora possibile grazie ai suoi strumenti, i più importanti dei quali sono stati presentati e studiati in questo capitolo. Seguendo la stessa costruzione, il successivo capitolo quattro – Le teorie del regionalismo nell'Unione Europea – vuole approfondire l'argomento della cooperazione regionale anche da un punto di vista più formale. In tal senso, il capitolo è suddiviso in tre parti: Il regionalismo e il "nuovo regionalismo" nell'Unione Europea; La struttura analitica; Le regioni transfrontaliere e il "nuovo regionalismo". Questa struttura aiuta a capire il concetto di "regionalismo" e, soprattutto, prova a dimostrare le connessioni esistenti tra il regionalismo europeo, la politica regionale europea e i principali attori in questo campo, le regioni europee. A questo punto della ricerca, si è ritenuto necessario dare qualche esempio di come funzionano e come potrebbero funzionare in pratica questi concenti teorici. Il capitolo quinto – L'analisi di due casi di studio del regionalismo nell'Unione Europea – sottopone alla nostra attenzione due esempi di regionalismo europeo, di cui uno può rappresentare le prime fasi nell'applicazione di questi concetti teorici: Un caso di studio del "vecchio regionalismo" nell'Unione Europea – Cooperazione transfrontaliera: Italia e Austria; mentre l'altro caso fornisce un esempio di un tipo di regionalismo manifestatosi più di recente nell'Unione Europea: Un caso di studio del "nuovo regionalismo" nell'Unione Europea – Cooperazione transnazionale: Nord-Ovest Europa (NWE). Il capitolo si conclude con una terza parte: I risultati dell'analisi tra questi due tipi di regionalismo nell'Unione Europea. In questa parte si è cercato di rappresentare alcune delle similitudini risultanti dall'analisi, nonché i vantaggi e gli svantaggi derivanti dall'applicazione pratica di questo tipo di cooperazione regionale. Nell'ultimo capitolo, numero sei, – Conclusioni e Azioni Future, sono esposte le conclusioni e le possibili direzioni future d'azione nel campo della cooperazione tra le regioni europee. Questo capitolo è strutturato in due parti: Conclusioni; Azioni Future. La tesi si conclude con un elenco delle risorse bibliografiche utilizzate per questa ricerca. Questa parte, denominata Bibliografia, è strutturata nelle parti seguenti: Libri Generali; Libri di Specialità; Studi, Articoli, Pubblicazioni; Documenti dell'Unione Europea; Fonti Elettroniche. Per una migliore comprensione degli argomenti affrontati in questa tesi, si è ritenuto necessario di allegare tre documenti: Le cartine della Cooperazione Transfrontaliera nell'Unione Europea; Le cartine della Cooperazione Transnazionale nell'Unione Europea; La Nomenclatura delle Unità Territoriali Statistiche (NUTS). Questi documenti rappresentano l'attuale situazione delle regioni nell'Unione Europea. Con questa impostazione, la tesi vuole mettere in evidenza l'importanza e il ruolo che le regioni giocano nell'Unione Europea. L'analisi di questo tipo di argomenti può portare a una migliore comprensione circa la configurazione del futuro per le regioni nell'Unione Europea. ; XIX Ciclo

Continua la crisis financiera global"New York Times":"Mixed Markets Reflect Hope for Bailout": http://www.nytimes.com/2008/10/01/business/01bailout.html?_r=1&hp&oref=slogin"With Wachovia Sale, the Banking Crisis Trickles Up": http://www.nytimes.com/2008/09/30/business/30citi.html?ref=business"El País" de Madrid:"La UE culpa a EE UU de la crisis y pide que asuma su responsabilidad": http://www.elpais.com/articulo/internacional/UE/culpa/EE/UU/crisis/pide/asuma/responsabilidad/elpepuint/20080930elpepuint_13/Tes"El pánico recorre Wall Street y la Bolsa se desploma más que en el 11/S :Los analistas auguran una ola de despidos y quiebras si no prospera el plan":http://www.elpais.com/articulo/internacional/panico/recorre/Wall/Street/Bolsa/desploma/11-S/elpepuint/20080930elpepiint_2/Tes"Le Monde":"George Bush : "les conséquences seront pires chaque jour si nous n'agissons pas"": http://www.lemonde.fr/economie/article/2008/09/30/les-bourses-europeennes-ouvrent-sur-de-fortes-baisses_1101088_3234.html#ens_id=1089411"Rebond de Wall Street à l'ouverture": http://www.lemonde.fr/economie/article/2008/09/30/panique-sur-les-marches-asiatiques-apres-le-rejet-du-plan-paulson_1101069_3234.html#ens_id=1089411"CNN":"U.S. stocks rebound after bailout failure": http://edition.cnn.com/2008/BUSINESS/09/30/us.bailout.deal.markets/index.html"Wall Street waits on bailout vote": http://edition.cnn.com/2008/BUSINESS/10/01/us.bailout.deal.markets/index.html"La Nación":"Estamos en emergencia", dijo Bush en un dramático llamado para destrabar el plan de salvatajeEl mandatario norteamericano, que no dio por muerto su plan de rescate, alertó que "la opción es la acción o la penuria de los estadounideses"; Obama reclamó que los legisladores vuelvan a la mesa de negociaciones":http://www.lanacion.com.ar/nota.asp?nota_id=1054864"Intentan hoy volver a votar el rescate: Tras el devastador rechazo de la Cámara de Representantes, el Senado tratará de aprobar esta noche una versión modificada del plan de salvataje; Bush advirtió sobre el peligro de un derrumbe económico "doloroso y duradero"": http://www.lanacion.com.ar/nota.asp?nota_id=1055191"Time":"A Second Chance (and Thoughts) on the House Bailout Vote":http://www.time.com/time/business/article/0,8599,1846033,00.html"Surviving the Wall Street Storm":http://www.time.com/time/business/article/0,8599,1846017,00.html"China Daily":"Wall Street surge; credit worries persist":http://www.chinadaily.com.cn/world/2008-10/01/content_7071724.htm"BBC":"House votes down bail-out package":http://news.bbc.co.uk/2/hi/business/7641733.stm"Citigroup to buy US bank Wachovia": http://news.bbc.co.uk/2/hi/business/7642126.stm"El Tiempo" de Colombia:"Bolsas del mundo se recuperan en espera del salvavidas; Wall Street subió 4,68%": http://www.portafolio.com.co//economia/finanzas/2008-10-01/ARTICULO-WEB-NOTA_INTERIOR_PORTA-4576407.html"Los Ángeles Times":"Why the $700-billion rescue plan failed": http://www.latimes.com/business/la-fi-bailpr1-2008oct01,0,1703821.story"El Mercurio" de Chile:"Tasas de interés internacionales llegan a niveles máximos": http://diario.elmercurio.com/2008/10/01/economia_y_negocios/economia_y_negocios/noticias/BABC3E47-5587-45A6-8048-6B599A9A03D8.htm?id={BABC3E47-5587-45A6-8048-6B599A9A03D8} "El Universal" de México: "Pega crisis de EU a países emergentes: Los mercados de toda Latinoamérica también cayeron en picada, con grandes pérdidas en México, Argentina, Colombia y Chile": http://www.eluniversal.com.mx/notas/542988.html "Advierten Obama y McCain catástrofe si no se aprueba rescate financiero: Advierten los candidatos a la Casa Blanca que de no hacerlo la actual crisis financiera en Estados Unidos se convertiría en un 'desastre'": http://www.eluniversal.com.mx/notas/543085.html "Times":"Senate sweeteners aim to push Wall Street bailout Bill through House":http://www.timesonline.co.uk/tol/news/world/us_and_americas/article4861524.ece "The Economist": "And then there were none: What the death of the investment bank means for Wall Street": http://www.economist.com/finance/displaystory.cfm?story_id=12305537"The doctors' bill : The chairman of the Federal Reserve and the treasury secretary give Congress a gloomy prognosis for the economy, and propose a drastic remedy": http://www.economist.com/finance/displaystory.cfm?story_id=12305746 AMERICA LATINA "El País" de Madrid informa: "Ecuador se enfrenta a un histórico referéndum para aprobar la nueva Constitución": http://www.elpais.com/articulo/internacional/Ecuador/enfrenta/historico/referendum/aprobar/nueva/Constitucion/elpepuint/20080928elpepuint_4/Tes"CNN" publica: "Ecuadoran president cheers 'crushing' victory": http://edition.cnn.com/2008/WORLD/americas/09/29/ecuador.referendum.ap/index.html"El País": "El 'no' de Guayaquil empaña el éxito de Correa en las urnas: El 64% de los ecuatorianos apoya la nueva Constitución": http://www.elpais.com/articulo/internacional/Guayaquil/empana/exito/Correa/urnas/elpepuint/20080930elpepiint_11/Tes"El País" de Madrid anuncia:"Rusia y Venezuela sellan una alianza para forjar un "contrapeso a EE UU": Moscú concede a Caracas un crédito de 680 millones para comprar armas": http://www.elpais.com/articulo/internacional/Rusia/Venezuela/sellan/alianza/forjar/contrapeso/EE/UU/elpepiint/20080927elpepiint_7/Tes"Venezuela se rearma: Las compras de material militar y de defensa efectuadas por Caracas han superado los 6.700 millones de dólares en los tres últimos años":http://www.elpais.com/articulo/internacional/Venezuela/rearma/elpepuint/20080930elpepuint_3/Tes"La Nación" informa: "Lula, Chávez y Morales criticaron a Washington: El presidente venezolano llamó a activar el Banco del Sur para proteger a la región de la crisis global": http://www.lanacion.com.ar/nota.asp?nota_id=1055206"El Tiempo" de Colombia publica: "Lula, Chávez y Morales critican a E.U. en cumbre de líderes suramericanos de izquierda en Brasil": http://www.eltiempo.com/mundo/home/index.html"BBC" anuncia: "Mexican head steps up drugs fight": http://news.bbc.co.uk/2/hi/americas/7645524.stm"Los Angeles Times" anuncia: "Mexico's President Calderon has few choices in drug war": http://www.latimes.com/news/nationworld/world/la-fg-mexwar1-2008oct01,0,6480187.story"El País" de Madrid anuncia: "El narcotráfico causa 17 nuevas muertes en Tijuana: El asesinato se suma a la escalada de violencia que sufre México.- Se sospecha que el motivo del ataque es una venganza entre bandas de narcotraficantes": http://www.elpais.com/articulo/internacional/narcotrafico/causa/nuevas/muertes/Tijuana/elpepuint/20080930elpepuint_4/Tes"CNN" publica: "Argentina grapples with fierce drought": http://edition.cnn.com/2008/WORLD/americas/09/26/argentina.drought/index.html"El Tiempo" de Colombia informa: "En nuevo pulso con el Gobierno, agricultores argentinos vuelven a la huelga": http://www.eltiempo.com/mundo/latinoamerica/home/en-nuevo-pulso-con-el-gobierno-agricultores-argentinos-vuelven-a-la-huelga_4577147-1 ESTADOS UNIDOS / CANADA "La Nación" analiza: "El desempleo y la desesperación golpean en el interior de EE.UU.: En las áreas industriales los trabajadores temen no poder mantener a sus familias":http://www.lanacion.com.ar/nota.asp?nota_id=1055173"BBC" anuncia: "US rivals clash on bail-out vote":http://news.bbc.co.uk/2/hi/americas/7641504.stm"El País" de Madrid informa: "Obama da su apoyo al principio de acuerdo del plan de rescate de Bush: McCain aún no se ha pronunciado sobre si votará a favor del plan en el Senado": http://www.elpais.com/articulo/economia/Obama/da/apoyo/principio/acuerdo/plan/rescate/Bush/elpepuint/20080928elpepueco_1/TesTanto "Time" como "BBC" presentan sitios con artículos relacionados con las elecciones estadounidenses:http://thepage.time.com/http://news.bbc.co.uk/2/hi/in_depth/americas/2008/vote_usa_2008/"The Economist" analiza: "How Europe responds":http://www.economist.com/world/europe/displayStory.cfm?story_id=12331667&source=features_box_main EUROPA "El País" de Madrid informa: "La extrema derecha se dispara en las legislativas de Austria: Los ultranacionalistas de Strache y los extremistas de Haider son los vencedores en la sombra pese a la victoria de los socialdemócratas": http://www.elpais.com/articulo/internacional/extrema/derecha/dispara/legislativas/Austria/elpepuint/20080928elpepuint_6/Tes"BBC" anuncia: "EU monitors begin Georgia patrols":http://news.bbc.co.uk/2/hi/europe/7643612.stm"CNN" publica: "Russia suspends markets as shares slide": http://edition.cnn.com/2008/BUSINESS/09/30/russia.markets.close/index.html"CNN" informa: "$9.2 billion bailout for Dexia bank": http://edition.cnn.com/2008/BUSINESS/09/30/belgium.bank.dexia.rescue.ap/index.html"Time": "Europe's Conservatives Sour On the Free Market": http://www.time.com/time/world/article/0,8599,1844919,00.html"La Nación" publica: "Duro reclamo de Europa a EE.UU.":http://www.lanacion.com.ar/nota.asp?nota_id=1055203"New York Times" anuncia: "Shaky French-Belgian Bank Gets $9 Billion Injection": http://www.nytimes.com/2008/09/30/business/30assess.html?ref=business Asia – Pacífico /Medio Oriente "New York Times" informa: "Karzai Seeks Saudi Help With Taliban": http://www.nytimes.com/2008/10/01/world/asia/01afghan.html?ref=world"Le Monde" publica: "Afghanistan : le chef de guerre Hekmatyar revendique l'embuscade du 18 août": http://www.lemonde.fr/asie-pacifique/article/2008/09/29/afghanistan-le-chef-de-guerre-hekmatyar-revendique-l-embuscade-du-18-aout_1100650_3216.html#ens_id=1049814"Times" anuncia: "Arsonist 'fed up with life' sets fire to Japanese video 'hotel', killing 15":http://www.timesonline.co.uk/tol/news/world/asia/article4860696.ece"New York Times" analiza: "China Detains 22 in Tainted-Milk Case":http://www.nytimes.com/2008/09/30/world/asia/30milk.html?ref=world"China Daily" publica: "China celebrates 59th founding anniversary": http://www.chinadaily.com.cn/china/2008-10/01/content_7072546.htm"BBC" publica: "China lauds latest space 'heroes'":http://news.bbc.co.uk/2/hi/asia-pacific/7641683.stm"El País" de Madrid informa: "Al menos 147 muertos en una estampida en la India: La avalancha se ha producido en un templo cerca de la ciudad de Jodhpur, donde miles de personas se habían congregado para marcar el comienzo de un festival hindú": http://www.elpais.com/articulo/internacional/147/muertos/estampida/India/elpepuint/20080930elpepuint_7/Tes"CNN" informa: "India temple stampede kills 147": http://edition.cnn.com/2008/WORLD/asiapcf/09/29/india.stampede/index.html"El Universal" de México anuncia: "Deja cadena de explosiones cientos de heridos en India": http://www.eluniversal.com.mx/notas/543058.html"Times": "India to mark Gandhi anniversary with world's biggest smoking ban": http://www.timesonline.co.uk/tol/news/world/asia/article4861298.ece"El País" de Madrid informa: "17 muertos en Damasco en el atentado más grave en 25 años":http://www.elpais.com/articulo/internacional/muertos/Damasco/atentado/grave/25/anos/elpepiint/20080928elpepiint_10/Tes AFRICA"CNN" informa:"Freed hostages return from Egypt": http://edition.cnn.com/2008/WORLD/europe/09/30/egypt.tourists.kidnapped/index.html"Hundreds arrested after Nigeria oil attacks": http://edition.cnn.com/2008/WORLD/africa/09/30/nigeria.oil.unrest.ap/index.html"Zimbabweans fill streets to withdraw cash from banks": http://edition.cnn.com/2008/WORLD/africa/09/29/Zimbabwe.banks.ap/index.html"Time" anuncia: "3 Somali Pirates May be Dead in Shoot-Out": http://www.time.com/time/world/article/0,8599,1845817,00.html"BBC" publica: "Deadly suicide attack in Algeria":http://news.bbc.co.uk/2/hi/africa/7641687.stm ECONOMIA "El País" de Madrid publica: "Las cinco claves de la Operación Rescate: Pugna en Washington por la cuantía y el destino del plan de salvamento financiero": http://www.elpais.com/articulo/economia/claves/Operacion/Rescate/elpepueco/20080928elpepieco_2/Tes"CNN" anuncia: "Alitalia flight attendants sign rescue plan": http://edition.cnn.com/2008/BUSINESS/09/29/alitalia.flight.attendants/index.html"The Economist": publica su informe semanal: "Business this week": http://www.economist.com/business/displaystory.cfm?story_id=12306023 OTRAS NOTICIAS "CNN": informa: "U.N. Security Council reaffirms sanctions on Iran": http://edition.cnn.com/2008/WORLD/meast/09/27/un.iran/index.html"El Tiempo" de Colombia publica: "En el mundo hay cerca de 25 millones de niños refugiados y desplazados, denuncia la ONU": http://www.eltiempo.com/mundo/latinoamerica/home/en-el-mundo-hay-cerca-de-25-millones-de-ninos-refugiados-y-desplazados-denuncia-la-onu-_4577146-1

La época actual se caracteriza, fundamentalmente, por los cambios dinámicos que se producen en los entornos económicos, políticos, sociales y culturales de las organizaciones creando realidades cada vez más complejas. La organización universitaria, como cualquier institución social, difícilmente puede concebirse al margen de los cambios que se producen en la sociedad. La conexión de la universidad con la sociedad, desde siempre, ha tenido algo de problemático. Por una parte las universidades están al servicio de esta sociedad, generando, transmitiendo y difundiendo el saber; pero, por otro lado, sufren -el pathos clásico- el impacto innegable de los cambios, bruscos o no, que genera la sociedad y a los que la universidad ha contribuido en cierta medida. Frente a estos cambios la investigación académica y la consultoría en el campo del management han desarrollado valiosos aportes para la gestión de las organizaciones formulando planteamientos que explican los nuevos fenómenos, elaborando nuevas teorías que sirven de referente para los nuevos comportamientos de la gestión organizacional y produciendo instrumentos que viabilizan la gestión del cambio. El benchmarking, o evaluación comparativa, es un instrumento de gestión contemporánea que se viene aplicando ampliamente y con resultados más que notables en el mundo de la gestión empresarial. Es un proceso sistemático y continuo para evaluar las mejores prácticas de las organizaciones que son reconocidas como excelentes con el propósito de compararse, encontrar las diferencias en cuanto a la realización y a los resultados alcanzados para, finalmente, adoptar la experiencia, adaptarla y actuar en consecuencia. Esta sistematización de "imitar para superar" es una herramienta potente que permite el aprendizaje de las organizaciones y la mejora de su desempeño sustentándose, por así decirlo, en aquello que es de sentido común y que con frecuencia lo aplican las personas, las organizaciones, los países, los bloques regionales: imitar experiencias exitosas de los demás para aplicarlas a su realidad, adaptándolas y así superar una situación existente. La situación actual le exige a la institución universitaria no sólo que responda a las demandas que puedan surgir del entorno, coyunturales y específicas sino, más aun, que conozca las teorías de gestión contemporánea que explican las nuevas realidades y maneje instrumentos de gestión que le permitan reingienizar la organización y desarrollar comportamientos más eficientes y eficaces, planteándose una gestión orientada al mediano y largo plazo. En esta investigación se abordan tres temas centrales: el de la organización y gestión universitaria, el del benchmarking y, por último, el de la propuesta de un sistema de evaluación comparativa de competencias esenciales aplicado a la gestión universitaria. Los dos primeros son el soporte necesario para explicitar el sistema que se propone. En lo referente a la organización y gestión universitaria se analizan tres cuestiones fundamentales: la actuación de las fuerzas y las configuraciones en el diseño de la estructura organizativa de la universidad; la posibilidad de realizar una gestión universitaria desde la perspectiva de la dirección estratégica; y, por último, el valor de la cultura organizacional en la gestión y en la vida de la institución universitaria. En el cuanto al tema del benchmarking se presentan cuatro enfoques relacionados con la gestión universitaria relevantes en el tratamiento de la tesis: la creación de valor a través del staff; la innovación adaptativa o aprendizaje organizacional, la gestión estratégica y, por último, la gestión de calidad total. Teniendo en cuenta las peculiares características de la organización universitaria, las fuerzas que intervienen en ellas y los significativos comportamientos de sus profesionales resulta de una pertinencia significativa el aporte realizado por Fitz-enz sobre la gestión de valor aplicada a los procesos de staff como un medio para añadir valor centrándose, fundamentalmente, en las prestaciones que se dan al interior de la organización y de identificar y agregar valor a la calidad, productividad y servicio de la empresa. Así mismo es relevante el tema del aprendizaje organizacional y la evaluación comparativa planteado por Bogan y English. El núcleo central del trabajo es la propuesta de un sistema de evaluación comparativa de competencias esenciales aplicado a la gestión universitaria. El sistema se estructura en cuatro módulos básicos: planificar, organizar, valorar y actuar, precisándose, dentro de ellos, los objetivos a alcanzar, las actividades a desarrollar y los instrumentos a aplicar. A través de estos módulos se desarrollan dos procesos fundamentales. El primero que busca evaluar el desempeño que se quiere mejorar de la universidad que se va a comparar y, por otro lado, evaluar la práctica excelente de la organización universitaria socia con la que se va a comparar. Este proceso implica la identificación y análisis de los aspectos relevantes de ambos desempeños o prácticas. El segundo proceso tiene como objetivo comparar las prácticas de las dos universidades comprometidas en la evaluación, determinar las diferencias, valorarlas y plantear la eliminación de ellas. La realización de ambos procesos y el diseño de un plan de mejora a seguir para eliminar las diferencias comportan un claro valor agregado que supone la mejora de la competitividad de la universidad que se evalúa y compara. El sistema de evaluación comparativa propuesto se aplica en detalle a dos prácticas relacionadas con el proceso de dirección y planificación estratégica de dos universidades, la Universidad del Pacífico, en Lima-Perú, como organización que requiere implementar mejoras concretas en su gestión y la Universitat Politècnica de Catalunya, Barcelona-España, como organización universitaria que aporta valor. El sistema de evaluación propuesto es un instrumento de aprendizaje institucional que puede aplicarse a la gestión universitaria y que permite la incorporación de mejoras en la gestión de las universidades a partir de las experiencias exitosas de otras instituciones. ; The present times are basically characterized by the dynamic changes produced in the economic, political, social, and cultural environments of organizations, that create increasingly more complex realities. University organizations, as other social institutions, can not be conceived of apart from the changes produced in society. The connection of the university with society has always been somewhat problematic. On the one hand, universities serve society, generating, transmitting and disseminating knowledge; but, on the other hand, they suffer - the classic pathos- the undeniable impact of the changes, rough or not, that society generates, and to which the university, to a certain extent, has contributed. Academic research and consultancies in the management field have developed valuable contributions for the management of organizations, formulating proposals that explain the new phenomena, elaborating new theories that can be used as referents for new behaviors of organizational management and producing instruments that make the management of change viable. Benchmarking, or comparative evaluation, is a current management instrument that is being widely applied with remarkable results in the world of business management. It is a systematic and continuous process that evaluates the best practices in organizations that are considered excellent for the purpose of comparing institutions, finding the differences regarding the realization and the results that have been obtained; finally, adopting the excellence, adapting it, and performing accordingly. The systematization of "imitating to surpass" is a powerful tool that enables organizations to learn and to improve their performance by using some common sense that is frequently applied by persons, organizations, nations, regions: imitating successful experiences to apply them to their reality, adapting them and, thus, overcoming and surpassing an existing situation. The current situation requires university institutions not only to respond to the demands that can appear in the environment, which are time-specific, but, to know the theories of modern management that explain new realities and to handle the management tools that will allow them to reengineer the organization and develop efficient behaviors, considering a management that addresses the medium and long terms. Three main issues are dealt with in this research: university organization and management, benchmarking, and, finally, the proposal of a system for the comparative evaluation of essential competences applied to university management. The first two are necessary to make the proposed system explicit. Regarding the organization and management of universities, three things are analyzed: the performance of forces and configurations in the design of the organizational structure of universities; the possibility of managing universities from the perspective of strategic management; and, finally, the value of organizational culture in the management and life of universities. With respect to benchmarking, four approaches related to university management that are relevant to the treatment of the thesis are presented: creation of value by means of the staff, adaptive innovation or organizational learning, strategic management, and total quality management. Considering the particular characteristics of university organizations, the forces that take part in them and the significant behaviors of their professionals, a relevant contribution is Fitz-enz' view on value management applied to staff processes as a way of adding value, centered, basically, on the provision of services within the organization and of identifying and adding value to the quality, productivity and service of the enterprise. Bogan and English' proposal on organizational learning and comparative evaluation is also useful. The core issue of this thesis is the proposal of a comparative evaluation system of essential competences applied to university management. The system consists of four basic modules: planning, organizing, assessing and acting out; specifying within them the objectives to be reached, the activities to be carried out and the instruments to be applied. Two main processes are developed through these modules. The first one aims to evaluate the performance that needs improvement in the university to be compared, as well as to evaluate the excellent practice of the partner university with which it will be compared. This process implies identifying and analyzing the relevant aspects of both performances or practices. The objective of the second process is to compare the practices of the two universities that are involved in the evaluation, determining the differences, assessing them and proposing their elimination. The realization of both processes and the design of an improvement plan to be followed for eliminating the differences have the added value of improving the competitiveness of the university that is being evaluated and compared. The comparative evaluation system proposed is applied in detail to two practices related to the process of strategic management and planning of two universities: the Universidad del Pacífico, in Lima, Perú, as an organization that needs to improve specific areas of its management and the Universitat Politecnica de Catalunya, in Barcelona, Spain, as a university organization that contributes value. The evaluation system proposed is an instrument of institutional learning that can be applied to university management and that allows for the incorporation of improvements in the management of universities by considering other institutions' successful experiences. ; Postprint (published version)

La época actual se caracteriza, fundamentalmente, por los cambios dinámicos que se producen en los entornos económicos, políticos, sociales y culturales de las organizaciones creando realidades cada vez más complejas. La organización universitaria, como cualquier institución social, difícilmente puede concebirse al margen de los cambios que se producen en la sociedad. La conexión de la universidad con la sociedad, desde siempre, ha tenido algo de problemático. Por una parte las universidades están al servicio de esta sociedad, generando, transmitiendo y difundiendo el saber; pero, por otro lado, sufren -el pathos clásico- el impacto innegable de los cambios, bruscos o no, que genera la sociedad y a los que la universidad ha contribuido en cierta medida. Frente a estos cambios la investigación académica y la consultoría en el campo del management han desarrollado valiosos aportes para la gestión de las organizaciones formulando planteamientos que explican los nuevos fenómenos, elaborando nuevas teorías que sirven de referente para los nuevos comportamientos de la gestión organizacional y produciendo instrumentos que viabilizan la gestión del cambio. El benchmarking, o evaluación comparativa, es un instrumento de gestión contemporánea que se viene aplicando ampliamente y con resultados más que notables en el mundo de la gestión empresarial. Es un proceso sistemático y continuo para evaluar las mejores prácticas de las organizaciones que son reconocidas como excelentes con el propósito de compararse, encontrar las diferencias en cuanto a la realización y a los resultados alcanzados para, finalmente, adoptar la experiencia, adaptarla y actuar en consecuencia. Esta sistematización de "imitar para superar" es una herramienta potente que permite el aprendizaje de las organizaciones y la mejora de su desempeño sustentándose, por así decirlo, en aquello que es de sentido común y que con frecuencia lo aplican las personas, las organizaciones, los países, los bloques regionales: imitar experiencias exitosas de los demás para aplicarlas a su realidad, adaptándolas y así superar una situación existente. La situación actual le exige a la institución universitaria no sólo que responda a las demandas que puedan surgir del entorno, coyunturales y específicas sino, más aun, que conozca las teorías de gestión contemporánea que explican las nuevas realidades y maneje instrumentos de gestión que le permitan reingienizar la organización y desarrollar comportamientos más eficientes y eficaces, planteándose una gestión orientada al mediano y largo plazo. En esta investigación se abordan tres temas centrales: el de la organización y gestión universitaria, el del benchmarking y, por último, el de la propuesta de un sistema de evaluación comparativa de competencias esenciales aplicado a la gestión universitaria. Los dos primeros son el soporte necesario para explicitar el sistema que se propone. En lo referente a la organización y gestión universitaria se analizan tres cuestiones fundamentales: la actuación de las fuerzas y las configuraciones en el diseño de la estructura organizativa de la universidad; la posibilidad de realizar una gestión universitaria desde la perspectiva de la dirección estratégica; y, por último, el valor de la cultura organizacional en la gestión y en la vida de la institución universitaria. En el cuanto al tema del benchmarking se presentan cuatro enfoques relacionados con la gestión universitaria relevantes en el tratamiento de la tesis: la creación de valor a través del staff; la innovación adaptativa o aprendizaje organizacional, la gestión estratégica y, por último, la gestión de calidad total. Teniendo en cuenta las peculiares características de la organización universitaria, las fuerzas que intervienen en ellas y los significativos comportamientos de sus profesionales resulta de una pertinencia significativa el aporte realizado por Fitz-enz sobre la gestión de valor aplicada a los procesos de staff como un medio para añadir valor centrándose, fundamentalmente, en las prestaciones que se dan al interior de la organización y de identificar y agregar valor a la calidad, productividad y servicio de la empresa. Así mismo es relevante el tema del aprendizaje organizacional y la evaluación comparativa planteado por Bogan y English. El núcleo central del trabajo es la propuesta de un sistema de evaluación comparativa de competencias esenciales aplicado a la gestión universitaria. El sistema se estructura en cuatro módulos básicos: planificar, organizar, valorar y actuar, precisándose, dentro de ellos, los objetivos a alcanzar, las actividades a desarrollar y los instrumentos a aplicar. A través de estos módulos se desarrollan dos procesos fundamentales. El primero que busca evaluar el desempeño que se quiere mejorar de la universidad que se va a comparar y, por otro lado, evaluar la práctica excelente de la organización universitaria socia con la que se va a comparar. Este proceso implica la identificación y análisis de los aspectos relevantes de ambos desempeños o prácticas. El segundo proceso tiene como objetivo comparar las prácticas de las dos universidades comprometidas en la evaluación, determinar las diferencias, valorarlas y plantear la eliminación de ellas. La realización de ambos procesos y el diseño de un plan de mejora a seguir para eliminar las diferencias comportan un claro valor agregado que supone la mejora de la competitividad de la universidad que se evalúa y compara. El sistema de evaluación comparativa propuesto se aplica en detalle a dos prácticas relacionadas con el proceso de dirección y planificación estratégica de dos universidades, la Universidad del Pacífico, en Lima-Perú, como organización que requiere implementar mejoras concretas en su gestión y la Universitat Politècnica de Catalunya, Barcelona-España, como organización universitaria que aporta valor. El sistema de evaluación propuesto es un instrumento de aprendizaje institucional que puede aplicarse a la gestión universitaria y que permite la incorporación de mejoras en la gestión de las universidades a partir de las experiencias exitosas de otras instituciones. ; The present times are basically characterized by the dynamic changes produced in the economic, political, social, and cultural environments of organizations, that create increasingly more complex realities. University organizations, as other social institutions, can not be conceived of apart from the changes produced in society. The connection of the university with society has always been somewhat problematic. On the one hand, universities serve society, generating, transmitting and disseminating knowledge; but, on the other hand, they suffer - the classic pathos- the undeniable impact of the changes, rough or not, that society generates, and to which the university, to a certain extent, has contributed. Academic research and consultancies in the management field have developed valuable contributions for the management of organizations, formulating proposals that explain the new phenomena, elaborating new theories that can be used as referents for new behaviors of organizational management and producing instruments that make the management of change viable. Benchmarking, or comparative evaluation, is a current management instrument that is being widely applied with remarkable results in the world of business management. It is a systematic and continuous process that evaluates the best practices in organizations that are considered excellent for the purpose of comparing institutions, finding the differences regarding the realization and the results that have been obtained; finally, adopting the excellence, adapting it, and performing accordingly. The systematization of "imitating to surpass" is a powerful tool that enables organizations to learn and to improve their performance by using some common sense that is frequently applied by persons, organizations, nations, regions: imitating successful experiences to apply them to their reality, adapting them and, thus, overcoming and surpassing an existing situation. The current situation requires university institutions not only to respond to the demands that can appear in the environment, which are time-specific, but, to know the theories of modern management that explain new realities and to handle the management tools that will allow them to reengineer the organization and develop efficient behaviors, considering a management that addresses the medium and long terms. Three main issues are dealt with in this research: university organization and management, benchmarking, and, finally, the proposal of a system for the comparative evaluation of essential competences applied to university management. The first two are necessary to make the proposed system explicit. Regarding the organization and management of universities, three things are analyzed: the performance of forces and configurations in the design of the organizational structure of universities; the possibility of managing universities from the perspective of strategic management; and, finally, the value of organizational culture in the management and life of universities. With respect to benchmarking, four approaches related to university management that are relevant to the treatment of the thesis are presented: creation of value by means of the staff, adaptive innovation or organizational learning, strategic management, and total quality management. Considering the particular characteristics of university organizations, the forces that take part in them and the significant behaviors of their professionals, a relevant contribution is Fitz-enz' view on value management applied to staff processes as a way of adding value, centered, basically, on the provision of services within the organization and of identifying and adding value to the quality, productivity and service of the enterprise. Bogan and English' proposal on organizational learning and comparative evaluation is also useful. The core issue of this thesis is the proposal of a comparative evaluation system of essential competences applied to university management. The system consists of four basic modules: planning, organizing, assessing and acting out; specifying within them the objectives to be reached, the activities to be carried out and the instruments to be applied. Two main processes are developed through these modules. The first one aims to evaluate the performance that needs improvement in the university to be compared, as well as to evaluate the excellent practice of the partner university with which it will be compared. This process implies identifying and analyzing the relevant aspects of both performances or practices. The objective of the second process is to compare the practices of the two universities that are involved in the evaluation, determining the differences, assessing them and proposing their elimination. The realization of both processes and the design of an improvement plan to be followed for eliminating the differences have the added value of improving the competitiveness of the university that is being evaluated and compared. The comparative evaluation system proposed is applied in detail to two practices related to the process of strategic management and planning of two universities: the Universidad del Pacífico, in Lima, Perú, as an organization that needs to improve specific areas of its management and the Universitat Politecnica de Catalunya, in Barcelona, Spain, as a university organization that contributes value. The evaluation system proposed is an instrument of institutional learning that can be applied to university management and that allows for the incorporation of improvements in the management of universities by considering other institutions' successful experiences. ; Postprint (published version)

Thank you Chairman I would like to extend a warm welcome to our keynote speakers, David Byrne of the European Commission, Derek Yach from the World Health Organisation, and Paul Quinn representing Congressman Marty Meehan who sends his apologies. When we include the speakers who will address later sessions, this is, undoubtedly, one of the strongest teams that have been assembled on tobacco control in Europe. The very strength of the team underlines what I see as a shift – a very necessary shift – in the way we perceive the tobacco issue. For the last twenty years, we have lived out a paradox. It isnÃ'´t a social side issue. I make no apology for the bluntness of what IÃ'´m saying, and will come back, a little later, to the radicalism I believe we need to bring – nationally – to this issue. For starters, though, I want to lay it on the line that what weÃ'´re talking about is an epidemic as deadly as any suffered by human kind throughout the centuries. Slower than some of those epidemics in its lethal action, perhaps. But an epidemic, nonetheless. According to the World Health Organisation tobacco accounted for just over 3 million annual deaths in 1990, rising to 4.023 million annual deaths in 1998. The numbers of deaths due to tobacco will rise to 8.4 million in 2020 and reach roughly 10 million annually by 2030. This is quite simply ghastly. Tobacco kills. It kills in many different ways. It kills increasing numbers of women. It does its damage directly and indirectly. For children, much of the damage comes from smoking by adults where children live, study, play and work. The very least we should be able to offer every child is breathable air. Air that doesnÃ'´t do them damage. WeÃ'´re now seeing a global public health response to the tobacco epidemic. The Tobacco Free Initiative launched by the World Health Organisation was matched by significant tobacco control initiatives throughout the world. During this conference we will hear about the experiences our speakers had in driving these initiatives. This Tobacco Free Initiative poses unique challenges to our legal frameworks at both national and international levels; in particular it raises challenges about the legal context in which tobacco products are traded and asks questions about the impact of commercial speech especially on children, and the extent of the limitations that should be imposed on it. Politicians, supported by economists and lawyers as well as the medical profession, must continue to explore and develop this context to find innovative ways to wrap public health considerations around the trade in tobacco products – very tightly. We also have the right to demand a totally new paradigm from the tobacco industry. Bluntly, the tobacco industry plays the PR game at its cynical worst. The industry sells its products without regard to the harm these products cause. At the same time, to gain social acceptance, it gives donations, endowments and patronage to high profile events and people. Not good enough. This model of behaviour is no longer acceptable in a modern society. We need one where the industry integrates social responsibility and accountability into its day-to-day activities. We have waited for this change in behaviour from the tobacco industry for many decades. Unfortunately the documents disclosed during litigation in the USA and from other sources make very depressing reading; it is clear from them that any trust society placed in the tobacco industry in the past to address the health problems associated with its products was misplaced. This industry appears to lack the necessary leadership to guide it towards just and responsible action. Instead, it chooses evasion, deception and at times illegal activity to protect its profits at any price and to avoid its responsibilities to society and its customers. It has engaged in elaborate Ã'´spinÃ'´ to generate political tolerance, scientific uncertainty and public acceptance of its products. Legislators must act now. I see no reason why the global community should continue to wait. Effective legal controls must be laid on this errant industry. We should also keep these controls under review at regular intervals and if they are failing to achieve the desired outcomes we should be prepared to amend them. In Ireland, as Minister for Health and Children, I launched a comprehensive tobacco control policy entitled "Towards a Tobacco Free Society". OTT?Excessive?Unrealistic? On the contrary – I believe it to be imperative and inevitable. I honestly hold that, given the range of fatal diseases caused by tobacco use we have little alternative but to pursue the clear objective of creating a tobacco free society. Aiming at a tobacco free society means ensuring public and political opinion are properly informed. It requires help to be given to smokers to break the addiction. It demands that people are protected against environmental tobacco smoke and children are protected from any inducement to experiment with this product. Over the past year we have implemented a number of measures which will support these objectives; we have established an independent Office of Tobacco Control, we have introduced free nicotine replacement therapy for low-income earners, we have extended our existing prohibitions on tobacco advertising to the print media with some minor derogations for international publications. We have raised the legal age at which a person can be sold tobacco products to eighteen years. We have invested substantially more funds in health promotion activities and we have mounted sustained information campaigns. We have engaged in sponsorship arrangements, which are new and innovative for public bodies. I have provided health boards with additional resources to let them mount a sustained inspection and enforcement service. Health boards will engage new Directors of Tobacco Control responsible for coordinating each health boardÃ'´s response and for liasing with the Tobacco Control Agency I set up earlier this year. Most recently, I have published a comprehensive Bill – The Public Health (Tobacco) Bill, 2001. This Bill will, among other things, end all forms of product display and in-store advertising and will require all retailers to register with the new Tobacco Control Agency. Ten packs of cigarettes will be banned and transparent and independent testing procedures of tobacco products will be introduced. Enforcement officers will be given all the necessary powers to ensure there is full compliance with the law. On smoking in public places we will extend the existing areas covered and it is proposed that I, as Minister for Health and Children, will have the powers to introduce further prohibitions in public places such as pubs and the work place. I will also provide for the establishment of a Tobacco Free Council to advise and assist on an ongoing basis. I believe the measures already introduced and those additional ones proposed in the Bill have widespread community support. In fact, youÃ'´re going to hear a detailed presentation from the MRBI which will amply illustrate the extent of this support. The great thing is that the support comes from smokers and non-smokers alike. Bottom line, Ladies and Gentlemen, is that we are at a watershed. As a society (if youÃ'´ll allow me to play with a popular phrase) weÃ'´ve realised itÃ'´s time to Ã'´wake up and smell the cigarettes.Ã'´ Smell them. See them for what they are. And get real about destroying their hold on our people. The MRBI survey makes it clear that the single strongest weapon we have when it comes to preventing the habit among young people is price. Simple as that. Price. Up to now, the fear of inflation has been a real impediment to increasing taxes on tobacco. It sounds a serious, logical argument. Until you take it out and look at it a little more closely. Weigh it, as it were, in two hands. I believe – and I believe this with a great passion – that we must take cigarettes out of the equation we use when awarding wage increases. I am calling on IBEC and ICTU, on employers and trade unions alike, to move away from any kind of tolerance of a trade that is killing our citizens. At one point in industrial history, cigarettes were a staple of the workingmanÃ'´s life. So it was legitimate to include them in the Ã'´basketÃ'´ of goods that goes to make up the Consumer Price Index. It isnÃ'´t legitimate to include them any more. Today, IÃ'´m saying that society collectively must take the step to remove cigarettes from the basket of normality, from the list of elements which constitute necessary consumer spending. IÃ'´m saying: "We can no longer delude ourselves. We must exclude cigarettes from the considerations we address in central wage bargaining. We must price cigarettes out of the reach of the children those cigarettes will kill." Right now, in the monthly Central Statistics Office reports on consumer spending, the figures include cigarettes. But – right down at the bottom of the page – thereÃ'´s another figure. Calculated without including cigarettes. I believe that if we continue to use the first figure as our constant measure, it will be an indictment of us as legislators, as advocates for working people, as public health professionals. If, on the other hand, we move to the use of the second figure, we will be sending out a message of startling clarity to the nation. We will be saying "We donÃ'´t count an addictive, killer drug as part of normal consumer spending." Taking cigarettes out of the basket used to determine the Consumer Price Index will take away the inflation argument. It will not be easy, in its implications for the social partners. But it is morally inescapable. We must do it. Because it will help us stop the killer that is tobacco. If we can do it, we will give so much extra strength to health educators and the new Tobacco Control Association. This new organisation of young people who already have branches in over fifteen counties, is represented here today. The young adults who make up its membership are well placed to advise children of the dangers of tobacco addiction in a way that older generations cannot. It would strengthen their hand if cigarettes move – in price terms – out of the easy reach of our children Finally, I would like to commend so many public health advocates who have shown professional and indeed personal courage in their commitment to this critical public health issue down through the years. We need you to continue to challenge and confront this grave public health problem and to repudiate the questionable science of the tobacco industry. The Research Institute for a Tobacco Free Society represents a new and dynamic form of partnership between government and civil society. It will provide an effective platform to engage and mobilise the many different professional and academic skills necessary to guide and challenge us. I wish the conference every success.

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

The College Metcufy. VOL. IV. GETTYSBURG, PA., JANUARY, 1897. No. 9, THE COLLEGE MERCURY, Published each month during the college year by the Students of Pennsylvania (Gettysburg) College. STAFF. Editor: ROBBIN B. WOLF, '97. Associate Editors : LEWIS C. MANGES, '97. ED, W. MEISEN H ELDER, SAMUEL J. MILLER '97. CHARLES T. LARK '98. JOHN W. OTT, '97. CHARLES H. TILP, '98. E. L. KOLLER, '98. Alumni Association Editor: REV. D. FRANK GARLAND, A. M., Baltimore, Md. Business Manager: HARRY R, SMITH, '97. Assistant Business Manager: JOHN E. MEISENHELDER, '97. mi™™./One volume (tenmonths). . . . $1.00 ILKMS. jslngleCOpies 15 Fayatle is advance All Students are requested to hand us matter tor publication. The Alumni and ex-members or the college will favor us by-sending Information concerning their whereabouts or any Items they may think would be interesting for publication. All subscriptions and business matters should be addressed to the business manager. Matter intended for publication should be addressed to the Editor. Address, THE COLLEGE MEKCUKY, Gettysburg, Pa. CONTENTS. EtllTORIAL, 13° CODBX SlNAITCUS, I31 THE COLLEGE LITERARY SOCIETY, - - - - - 132 BOOK REVIEWS, 135 NEW YEAR RESOLUTIONS, --- 135 COLLEGE LOCALS, 135 ALUMNI NOTES, --- 137 TOWN AND SEMINARY NOTES, --- 139 ATHLETIC NOTES, --- 139 Y. M. C. A. NOTES, 140 FRATERNITY NOTES, --- 140 LITERARY SOCIETIES, 141 EXCHANGES, -- 141 EDITORIAL THIS issue of the MERCURY appears some-what later than the usual time on account of the date of opening. . * ., COLLEGE reopened oir the morning of the fifth with the majority of the boys back on time, but the usual number of stragglers keep up the reputation of id genus omne. All re-port a pleasant vacation and many New Year's resolutions. The loss of several has been more than compensated by the arrival of new ones. Very few of the boys accomplished the work mapped out by themselves for the vacation, such as essays, Specttum and MERCURY work. Who can blame them ? The Christmas vaca-tion should be a real vacation, and the appear-ance of the boys after the examinations showed their need of rest. Now comes the hard work which the middle term always brings. How-ever, if the work is more arduous, it is to be remembered that this season is most propitious for close application. * * EVER since the MERCURY was given to the present Staff, extraordinary efforts have been made to increase the number of Alumni per-sonals. Our efforts have not been altogether unrewarded. But as this publication is main-tained chiefly in the interest of the Alumni, it is fitting that a yet greater portion of its space should be devoted to them. The present plan has been found inadequate. It is unreasonable to expect that two under graduates can keep themselves informed concerning the great body of Alumni scattered all over the habitable globe. The following plan commends itself as more likely to meet the end aimed at; That in lV THE COLLEGE MERCURY. every city or section of the country which has enough Alumni residents to justify it, some Alumnus regularly furnish such personal notes, one in such places respectively as New York, Philadelphia, Baltimore, York Altoona, New England and at two or three points in the South and West. This plan proposed only as tentative, at least deserves a trial, and personal letters will be written to those who are thought most willing to attend to the work and the names of those who accept will ap-pear in the MERCURY, so that all the Alumni in that section may send their personals to them. Any further suggestions which may improve this plan will be gratefully received. * *' * WE take pleasure in calling the attention of our readers to the article, in this issue, of Dr. J. W. Richard, and to the letter of Dr. J. H. W. Stuckenberg. We extend our hearty thanks to the gentlemen and commend their example to others. * * * THE Philadelphia Press of Jan. 4th, contains a striking editorial on the subject, Small Col-leges and degrees, the substance of which fol-lows. "At a meeting last week of representatives from the leading colleges of Iowa a resolution was offered asking the Legislature to change the law of that State concerning the conferring of college degrees. As the law now stands any three men can organize a college by in-corporating it under the laws of the State, and any college so incorporated can confer de-grees. Under the law there has sprung up a large number of so-called colleges in Iowa, and as all of them are handing out degrees lib-erally, much discredit is brought upon the honor. The struggle among them to attract students is fierce and many inducements are offered, one college agreeing to pay the mile-age of students in proportion to the length of time they remain in college. The question of college degrees was brought prominently before the public last winter by State Senator Garfield, of Ohio, a son of the late President Garfield. He introduced a bill in the Legislature of that State the object of which was to examine into and pass upon the fitness of colleges to confer honorary degrees. The bill provided for the creation of a univer-sity council consisting of ten members ap-pointed by the Governor. * * * When in the opinion of this council an institution did not have the requisite standing its right to confer honorary degrees should be taken away. New York has ahead}' conferred this power on the regents of the State University and this State should confer it on the University Council." * * * * * We are surprised that so eminent a journal does not know that this State has already taken a similar step, of which we are heartily glad, and that it has done away with the evil of a college like Gettysburg and others of a like high standard having the value of their degrees decreased by the host of small, so-called, colleges which are scarcely better than a good high school. Some estimable men of culture have refused the offer of a degree be-cause a degree has largely lost its significance. It is to be hoped that the Iowa Legislature will pass the bill and that all the other States will join in the movement to prevent charter-ing new institutions and withdrawing the charter from those whose standard does not justify their existence. CODEX SINAITICUS. THE CODEX SINAITICUS is the name given to a celebrated manuscript of the Bible, dis-covered by Prof. Dr. Constantine Tischendorf, February 4th, 1859, nl the Convent of St. Catharine, at the foot of Mount Sinai. The manuscript consists of 346^ leaves. Each leaf is 13^ inches wide and 14^6 high, and contains four columns of writing; and each col-umn contains forty-eight lines. It is supposed to have been prepared in Egypt, or at Con-j stantinople, about the middle of the fourth century of our era. It is written in what is known as uncial or capital letters. Each letter is separated from the others, and all are of the same size, except that frequentty a letter is re- ' duced in size in order to make it fit into the line. Tischendorf calls it "omnium codicum i unclalium sohis integei omniumque a?itiqtiissi- THE COLLEGE MERCURY. 132 mus." His designation solus integer is cer-tainly correct as applied to the New Testament portion, for it is the 011I5' known uncial manu-script that contains the entire text of the New Testament, without any omission, together with the Epistle of Barnabas and a part of the Shepherd of Hennas in Greek (147^2 leaves in all). The designation "antiguissimus." has been questioned, for it is thought by many scholars that the Codex Vaticanus at Rome, is at least as old, if not a little older. But it deserves to be called one of the two oldest, and one of the most valuable biblical manuscripts in the world. Tischeudorf having obtained possession of it as a loan, carried it to Cairo, where in two months, assisted by a German physician, and a druggist, he made a complete copy of it. Then having secured the permanent possession of it for the Russian government, he trans-ferred it to Leipzig, where a quasi-facsimile edition of three hundred copies was printed from types cast specially for the purpose. The original was then taken to St. Petersburg, where it is sacredly kept. The printed copies were distributed among the crowned heads and large libraries, mostly of Europe, except one third of the number which were placed at the disposal of Dr. Tis-cheudorf. Copies of this rare and valuable edition, which for the purposes of textual crit-icism are almost as good as the original, are in the libraries of the Theological Seminaries re-spectively at Gettysburg, Princeton, Union (New York), Andover, Rochester, Auburn, and in the Astor and Lenox Libraries and the library of the American Bible Society in New York, and in the University libraries of Har-vard and Yale. J. W. R. IT has been my privilege to address many students in Colleges, Universities, and Semi-naries; but I do not think I ever addressed any who were more attentive, more earnest, more appreciative, and more eager to learn, than those I recently met at Gettysburg. Compared with what I found there in the past it looks as if a new spirit had come with a quickening influence. The young men are evidently intent on understanding the age in which they live, through which must come all the influences which can affect them, and which is the only age which they can work on directly. They were anxious to know how they can use most effectively all that the school gives them of knowledge and wisdom. There were many evidences that the stu-dents want to make the most of their oppor-tunities in order to make the most of them-selves. With this object in view many ques-tions were asked respecting the best methods of study. It was gratifying to find that many are not content with being mere learners; they want also to become scholars and thinkers. For this purpose they strive to enter upon original research and seek to become indepen-dent investigators. The friends of higher edu-cation ought to see to it that the best means for this purpose are put within the reach of these young men. I saw evidence at Gettysburg that excellent teaching has been done in the College and Seminary. The church has reason to cherish the brightest hopes respecting these institu-tions if the aspiring and energetic spirit is pro-moted and developed. Connected with the earnest intellectual trend I found also a living faith and sincere devotion to the church. J. H. W. STUCKENBERG. Cambridge, Mass., Dec. 21, 1896. THE COLLEGE LITERARY SOCIETY. From no other source during his college course does a man receive so much training as he does from the literary society. He may be a good student and lead his class in scholarship, but if he does not make use of the advantages offered by the literary society he feels when he leaves college that he neg-lected that which would be of more practical good to him than much he learned in the class-room. The important feature of the literary society 133 THE COLLEGE MERCURY -is the training it gives a man for public speak-ing, so, that when he is called upon to make an address he has the ability to use the knowl-edge he has acquired and impart it to others in a manner easily understood. Another important feature is the knowledge of parliamentary rules' and the ability to pre-side at meetings which one receives from the literary society. After a man leaves college his influence is to a great extent measured by his knowledge of the qualifications just mentioned. We have attended meetings over which incompetent men have presided and we have noticed how uninteresting the proceedings have become and the inability of the chairman to decide questions of dispute. In some cases, perhaps, it was possible to overlook this incompetency, as in the case ot a man who has had no ad-vantages to gain any knowledge in such mat-ters ; but there is no excuse for a college man to be placed in such a position. If he should be, he can blame no person but himself, be-cause most of the institutions provide oppor-tunities for the acquirement of such qualifica-tions. . We thus see the college days are, above all others, the time, and the literary societies the place, to acquire those abilities which a stu-dent may be called upon at any time of his life to exercise. A society in order to be of any influence in the institutions in which it may exist must have members who are devoted to its welfare and who take an active part in its exercises. It is not the society which has the largest number on its roll which is the most prosper-ous, but the one in which the members work for their own good and the best interests of their society. Those who participate in the exercises because they are compelled so to do by the rules of the society do not receive nearly so much benefit as they who do so for the instruction and training derived from the participation in the exercises. The literary sotiety is the same as all other organizations in that it needs earnest, active and devoted members in order to make it a success. There has never yet been anything at-tempted for good which has not been sub-jected to influences which proved harmful to it. In many institutions the literary society is practically dead or rapidly declining. From one who is interested in the welfare of the lit-erary societies the following information was received concerning the condition of the so-cieties in about thirty-five representative in-stitutions: Eight institutions report the so-cieties flourishing. In sixteen they are rap-idly declining, some among this number are yet active and doing good work, but yet are no longer what they once were, while others have practically died as far as usefulness is concerned. In eleven of the thirty-five insti-tutions the literary society no longer exists. The societies are dying from New England southward. All institutions reporting their societies as dead are north of Pennsylvania. Those speaking of a decline are in the Middle States, while the flourishing ones are south and west of Pennsylvania. Some of the societies report the cause of their decay is the literary work done by the Greek Letter Fraternity and additional liter-ary work in the college curriculum. Other causes, such as over-prominence of athletics and the tendency of students to specialize in-stead of getting a general culture prove very detrimental to the welfare of the literary so-cieties. In the institutions in which the literary so-ciety has ceased to exist the Greek Letter Fraternities have been most full}' developed, and their influence is reported as the main cause of the society's decay. It is a question if the fraternities will ever take the place of the literary society, and if so, will they prove a satisfactory substitute. Personally, I do not believe the fraternity will supplant the society, notwithstanding the reports to the contrary. [ My opinion is the same as that of the college > president who writes: "I can conceive of no substitute for the literary societ}'." When there is anything to be neglected be-cause of press of class-room work or the meet-ings of any of the college' organizations the THE COLLEGE MERCURY. 134 duties of the literary society are invariably the first neglected. Instead of considering the weekly meetings of the society as the place to which "our duty calls us" and from which we should have a very good excuse to absent our-selves, we often think it is only the place to | pass the evening when we do not have an en-gagement for another place. The great attention given to athletics by the colleges of to-day detracts seriously from the interest in the literary society. The intense interest of the student body in one sphere is very likely to produce relaxation in others, especially in those in which the work is volun-tary. As said before, the literar)' society is the first to suffer from athletics. For some reason it has become the opinion of many peo-ple that there is more glory in the feats of brawn than those of brain. The contests to-day between the different institutions are more in athletics than in literary contests. Because of the great interest taken in athletics, Yale to-day enjoys the honor of holding the suprem-acy in athletics in the college world. In order to attain this position her literary work has suffered, and she, for this reason, meets defeat at the hands of Harvard each year in the lit-erary contests. Athletics are a good thing and cannot be denied the student, but a little less interest in them and more in the work of the literary society would prove of much advan-tage in many institutions. What is most needed by the students of to-day is a broad, liberal culture. But there are many who think this is not necessary, hence they begin early in their course to specialize. Consequently in those institutions which en-courage specializing we find less interest in the literary society. This seems contrary to what ought to be the case. If a student is unable to take a regular college course before he be-gins to specialize, he should take an active part in the literary society which would do something to aid him in securing the general culture needed to exercise the proper influ- • ence in society. The college man of to-day has much expected from him by the world be-cause of the advantages he has enjoyed. It has been said: "No one in England has any-thing to say but the scientific men, and they do not know how to say it.'' For these reasons we are led to believe the literary society has not outlived its day of use-fulness. The present time demands of men the qualifications which the work of the literary society gives. The first qualification is the art of public speaking. We notice to-day that the-number of able speakers is not increasing in the same proportion as the number of well-educated men. Public speaking is beginning to be spoken of as a lost art. The tongue is not the moving power it once was. Depew says: "In one respect the graduates of 1895 are far behind those of 1855. Few of the boys who leave college this year will be good speak-ers. They may be as good thinkers as those who were graduated four decades ago, but they will not be nearly so capable of telling what they know, or what they think, because of the decline of the debate as a means of training." In speaking about the decline of the debating society, he says: "I regard it as a national calamity." The man who desires to exert any influence in these days, when every question receives the attention of the people in public gatherings, should be able to express himself clearly and forcibly. Depew says again: "If the young college man only knew how to speak he wrould be invincible." The greatest difficulty college graduates ex-perience is that they are unable to think on their feet before an audience. As students they neglected this training and now they are at a great disadvantage in public meetings. H. R. S., '97. Where are our literary men ? Both the Spectrum and MERCURY editors would like to hear from them. Let some of our new men be heard from. There must be material in so large a class. Remember these two publica-tions depend upon the efforts you put forth in their behalf. Let us receive aid from every one. Try your hand. •35 THE COLLEGE MERCURY. BOOK REVIEWS. Abraham Lincoln—A poem by Lyma?i Whitney Allen ("Sangamon"),.pp. 112, 12 Mo. G. P. Putnam's So7ispublishers. This is the bc5und copy of the New York j Herald's $1,000 prize poem. The fact that this poem alone of all its competitors was se-lected by the set of competent judges, is the highest commendation. The poem gives a just portrait of one of America's greatest presi-dents and men. "A Princelonian," by James Ba?nes, pp. 4.31. G. P. Putnam's Sons, New York. This story of the college life of a Prince-tonian is particularly welcome just at this time, coming, as it does, not so long after this old and revered institution has celebrated its ses-quicentennial. It is written in a good and pleasing style and is sure to hold the interest of any reader from start to finish. But to the collage man, no matter where his Alma Mater may be, it strikes chords which find an an-swering vibration in his own breast ; and of his leisure hours he will regret none spent in reading it ; but once having begun he will look forward with pleasure to every succeed-ing hour's reading, and will close the book with a sigh because he has finished it. Besides furnishing a very vivid and delight-ful picture of college life, it is praiseworthy, as a piece of literature, for its character sketches, the character of the heroine being especially well delineated. The hero, Newton Wilber-force Hart, cannot but inspire in many a young man the ambition for a college life. The story, as a whole, reflects much credit on Princeton University and will surely bind the hearts of her sons more firmly to their Alma Afa/et and attract to her classic walls many whose ears had otherwise never heard her voice. Are you attending your literary society as regularly as you should ? If not, there must be a reason. Is it a good one? Men, be loyal! NEW YEAR RESOLUTIONS. Our resolutions good we plan, To take effect the first of Jan. Generally they're on the ebb As slowly creeps the first of Feb., And often sadly broken are As quicker dawns the first of Mar. They are nowhere unless on paper When Fool's Day comes, the first of Apr. Our minds now free, we're light and gay When flowers bloom, the first of May. The skies are fair, the earth in tune We have t/uod times the first of June. Days still more bright, why should we sigh? Speed quick the hours, first of July. Our memory, conscience in a fog. # The Summer glides, 'tis first of Aug. A good resolve we mijht have kept Come.1- stealing o'er us first of Sept. Our better selves by it are shocked As it grows clearer, first of Oct. "Bad habits old with which I strove Have mastered me." The first of Nov. "To give my troubled conscience peace, 'I now resolve' "—. The last of Dec. P. S.—The new resolution is, "I now resolve not to forget my resolutions." W. H. B. C, '99. COLLEGE LOCALS. EDMUND W. MEISENHELDER and E. I*. KOLLER, Editors. Mr. B., 1900 recently told an interesting story about the "Giant's Causeway" in the northern part of Africa. H., 1900, (speaking of Fred. I. in History)— "Every one in his time smoked beer and drank tobacco.'' Dr. M.—"I guess you don't know much about that, Mr. H.," "Do you?" Mr. F., '98, would like to know if "isolated means discovered.'' Mr. L,., '99, (in looking through a book) asked, "L,et me see the picture on the frontis-piece." A young lady of town recently asked our charming and bashful Mr. B., 1900, for one of his curls. We hear that "Brigy" is right in it. Recently Mr. L,., '99, listened to a young lady singing "Tell me do you love me?" After she had finished, George stood a short while in amazement. When he at last recov-ered himself he said: "Well, you do your share, I'll do mine." THE COLLEGE MERCURY. 136 Mr. E., '99, who has quite a reputation as a student of the Bible, told some boys that they should not tease old people, lest they would be devoured by the wolves, as were the children in the Bible. Dr M. (in French)—"What does ses mean ?'' Mr. F., 1900, (after thinking awhile)—"I don't think I can guess." Mr. H., '97, recently rendered effective service at a slight conflagration in a private house up town. "Hutty" cannot tell a lie, he did it with his big feet. Prof. H.—"Mr. T. What is a bias?" Mr. T., '99—"A part of a dress." hiforniation desired.—A Prep, would like to know what building that is with a balloon on top of it. Will some one please inform him ? Now is the time to hand in your applica-tions for the base ball team. Let every one who can play ball apply early. Don't wait to be coaxed ! There is material enough in college and prep, to make two first-class teams. Mr. E., '99, (in German declining "sich") "ich, er, sich." Well done, Luther ! Let the literary matter for the Spectrum be handed in as soon as possible. Let every one be represented. "Josey" K, '99, startled Dr. H. recently by affirming that "David was related to his grandmother, Ruth." The new men take well to "gym." work and we hope that the "good work may go on." The MERCURY extends its sympathy. Luther, '99, tells us that "the hills of Judea are west of the Mediterranean." A Freshman says that Sapho was the great-est poet of the 19th century. A Seminarian says the Mercury is going down. He meant that in the thermometer. Are we going to have field sports next term ? Some of the men in other colleges are at work indoors. Don't let us be behind time. Although guying seems to be one of the necessary evils of Gettysburg College, yet it certainly is out of place in Chapel and in the halls of the literary societies. Spayd, '99, has returned after his recent illness. F. & M. may not have a base-ball team this spring and will devote their time to the relay team, etc. As yet we have taken no definite steps in this direction. It is time. > The class in philosophy has been organized and has held some meetings. Prof. Klinger is the leader of the class. New members can join at any time. If you think you can be bene-fited, join. Nick got a "hair-cut." A Freshmrn lately asked one of the biolog-ical students when they were ' 'going to bisect that cat." K., '98, gives a new version of Oedipus' so-lution of the Sphinx's riddle. He says: "When a man is a baby he goes on four legs ; in middle age he goes on two, and when he is an old man he goes on one.'' H., '98, says that a certain old Greek was taunted with being a fondling \ F., '98, has discovered a new art—the "art of distance," and he says it is based upon Astronomy. Ask Johnnie M., '99, what kind of ham sandwiches they have at the Union Depot, Baltimore. Every student should be sure to attend the course of lectures given in Brua Chapel, under the auspices of the Y. M. C. A. The course this season is especially fine. The Juniors in their first recitation in Greek this term were not exactly conversant with the Oedipus mythus. Their intellects must have been dazzled by the new tables. K., '98, has coined a new word ; it is "rip-erable," and he uses it to describe the condi-tion of silk after having been acted on by nitric acid. Kitzmeyer and Wendt of '98, and Eberly, Koppenhaver and Wendt, of 1900, have not returned to college. It is gratifying to see the large number of new men who are connecting themselves with the literary societies of the college. It is a step in the right direction ; let the good work go on. Quite a number of 1900 men who thoughjt that the first term of Freshman was a "snap," were disagreeably surprised to find the "D's" and "E's" quite prominent on their reports. '37 THE COLLEGE MERCURY. ALUMNI. I,. C. MANGES and CHARLES H. TILP, Editors. '34. Jacob B. Bacon, after having spent a very eventful life as a professor and a contri-- butor to New York papers for more than a half century, died recently in New York. He was the first matriculate of the College and by his death his class becomes extinct. '42. The Lutheran Almanac and Year Book for 1897, is out in its familiar dress. Rev. M. Sheeleigh, D. D., has been editor of this val-uable pamphlet since 1871. '43. John Gneff made a very interesting Christmas address in St. Matthews church, Philadelphia Christmas evening. '44. Rev. P. Anstadt, D. D., of York, is translating Luther's "Commentary on the Gospel," which will soon appear in book form. '•57. Rev. Dr. Earnest closed his pastorate at Mifflinburg, Pa., with the close of the year and will rest awhile from public speaking, in hope of overcoming bronchial difficulty. '57. H. Louis Baugher, D. D., presided at thegreat Lutheran Home Mission Rally held in York,. Jan. 5th. '63. Volume IX of the Lutheran Commen-tary, prepared by Prof. E. J. Wolf, D. D., is in press. It contains the Annotations on the Pastoral Epistles and Hebrews. '64. Rev. J. G. Griffith, of Lawrence, Kan., has tendered his resignation to take effect the first of May. He expects to return B)ast in the early summer, and will work there if a field is opened to him. '67. Wm. E. Parson, D. D., of the Home Mission Board, delivered a very interesting ad-dress before that board on the subject, "Does Our Work Pay?" '67. Rev. C. S. Albert, D. D., editor of "Lutheran Lesson Helps," teaches the Bible lesson once a mouth at the Y. M. C. A. in Germantown. '67. J. Hay Brown, Esq., of Lancaster, was united in marriage with Miss Margaret J. Reilly on Wednesday, December 30th. It has been reported that Mr. Brown would be offered the Attorney Generalship in Mr. McKinley's cabinet. No other lawyer in Pennsylvania would be likely to fill the office with greater credit. '68. Rev. Geo. F. Behrniger, of Nyack, N. Y., delivered the discourse to the students of Cornell University on Sunday, Dec. 6th, in the regular order of the University, which en-gages clergymen of different denominations to officiate in turn. '69. Rev. E. T. Horn, of Charleston, S. C, has been delivering a course of lectures to the students of the Theological Seminary at New-berry, S. C. '69. In addition to his duties as president of Midland College Rev. Jacob A. Clutz, D. D., preaches every two weeks for the congrega-tion at Moray, Kansas. '72. Rev. Samuel A. Weikert presided at the anniversary meeting of the Y. M. C. A. held in Poughkeepsie. The Poughkeepsie Journal pronounces his address a masterpiece. '72. Rev. B. B. Collins and family, of Meyersdale, were somewhat surprised on Fri-day evening, Dec. 18, 1896, when a wagon well laden with provisions stopped at the par-sonage and began to unload its store. The mystery was cleared up later when a large number of the members of Zion church called to extend their greetings. The Luther League presented him with a purse. '75. Rev. M. L. Young, Ph. D., Meyers-dale, Pa., is contemplating a trip through the South in the interest of the "Young Luth-eran." '76. Rev. J. C. Jacoby, of Webster City, de-livered an address on the subject, "The Sab-bath in Relation to Our Civil Government," at the State Convention of the Sabbath Rescue Society, recently held in Des Moines. '77. Rev. F. P. Manhart, of Philadelphia, has been elected pastor of our Deaconess Motherhouse in Baltimore. '77. Wm. M. Baum, Jr., delivered a pleas-ing address during the Christmas exercises of his father's church, St. Matthew's, Philadel-phia, Pa. '78. Rev. Adam Stump, of York, Pa., has received notice from the Board of Publication that the second premium of the $300 offered last spring for two new Sunday school books, has been awarded to him. '78. Rev. C. L. McConnell, of Belleville, Pa., has been elected pastor of the Mifflinburg charge (Pa.) from which Rev. J. A. Earnest is about to retire. THE COLLEGE MERCURY. 138 '78. Rev. H. Max Lentz will complete the seventh year of his pastorate at Florence, Ky., in March, 1897. '80. Rev. C. W. Heisler, of Denver, Col., is President of the Colorado State Sunday School Association. '83. Longmans, Green & Co. have issued Macaulay's Life of Samuel Johnson with notes and an introduction by Prof. Huber Gray Buehler, of the Hotchkiss School. '83. The address of Rev. W. W. Anstadt is changed from Bedford to Hollidaysburg, Pa. '84. Rev. L. M. Zimmerman, of Baltimore, has lately issued a new book entitled "Sun-shine." '87. Rev. H. C. Alleman preached his in-troductory sermon as pastor of Christ church on Sunday, Dec. 13. He was greeted by a large congregation. '88. Rev. John E. Weidley, pastor of Beth-any Lutheran church, of Pittsburg, was kindly remembered by his congregation on Christ-mas with a purse of $70 and a set of Johnson's Cyclopaedias. '89. Morris W. Croll spent the Christmas holidays in Gettysburg with his mother. '90. On Thursday, Dec. 17th, Rev. U. S. G. Rupp, pastor of the Church of the Refor-mation, Baltimore, Md., was united in mar-riage to Miss Mary O. Sheeleigh, daughter of Rev. Dr. and Mrs. M. Sheeleigh, of Fort Washington, Pa. '90. Sanford B. Martin, Esq., of Hartford, Conn., spent the holidays with his parents, Dr. and Mrs. Martin. '91. Schmucker Duncan, of Yale College, spent the Christmas holidays in Gettysburg. '91. Rev. August Pohlman, M. D., has reached his field of labor in Africa and speaks very encouragingly of the prospects for the future. '92. Rev. H. E. Berkey, of Red Lion, Pa., is actively engaged in establishing and push-ing forward a new parish paper to be called The. Yotk County Luthetan. '92. Rev. Jesse W. Ball sent a very inter-esting paper to the Luthetan World last month, showing the prosperous condition of Southern California. '93. W. C. Heffner has received a call from the Fayetteville charge in the West Pennsyl-vania Synod. '92. Rev. E. E. Parsons, who is pastor at St. Clairesville, Bedford, county, Pa., is meet-ing with great success in his work. '93. Dr. Wm. H. Deardorff, of Philadel-phia, was hurt recently in a street car accident, but is on a fair road to recovery. '93. Rev. Ervin Dieterly filled the pulpit of the Fort Washington Mission at Fort Wash-ington, Pa., Dec. 18, 1896. '93. The beautiful Lutheran church at Silver Run, Md., Rev. W. H. Ehrhart, pas-tor, was dedicated on the 21st of December. Dr. Richard, of the Seminary, preached the dedicatory sermon. '93. Mr. J. F. Kempfer, who is one of the managers of the Alpha Publishing Co., was recently married to Dr. Darietta E. Newcomb, of Worcester, Ohio. Chas. Kloss, '94, was best man. '93. At the opening of the fortieth annual session of the Somerset County Teachers' In-stitute, on Dec. 7, Mr. Virgil R. Saylor, prin-cipal of the Salisbury schools, responded to the address of welcome in an eloquent and schol-arly manner, showing that he had carefully considered the diverse questions concerning the public schools, and was thoroughly equp-ped for the profession of teaching. '94. Rev. Paul W. Kohler, of the Semin-ary, filled his father's pulpit on Dec. 13. '94. Prof. Herbert A. Allison, of Susque-hanna University, spent the Christmas holi-days with his parents, near Gettysburg, Pa. '94. Fred. H. Bloomhardt and David W. VanCamp are doing creditable work in the Medical Department of U. P. '94. James W. Gladhill has entered the Philadelphia School of Pharmacy. '95. C. H. Hollinger and Edw. Wert are reading law with prominent lawyers in Har-risburg. '95. Herbert F. Richards is studying in Mt. Air}'. Seminary, Philadelphia, Pa. '95. M. G. L. Rietz and Roscoe C. Wright are pursuing their Theological studies at Hart-wick Seminary. '95. Fred. A. Crilly has entered his broth-er's store in Chicago as clerk. '96. Prof. D. E. Rice, of the Harrisburg High School, was in Gettysburg, Tuesday, ' Dec. 22, '96, visiting friends. 139 THE COLLEGE MERCURY. '96. Wm. Menges is at present engaged in his father's mill at Menges' Mills. "Bill's" flonr is the very best. TOW|\I /\|\ID SEWIINARY NOTES. S. J. MILLER, Editor. TOWN. It has been announced that an electric rail-way, recently surveyed, will be constructed from Washington to Gettysburg by way of Frederick next spring, or probably this winter if the weather be favorable. The company s corporating under a charter known as the Baltimore and Washington Transit Company, and under that charter it enjoys the privilege of operating throughout the State of Maryland. The capital stock is $1,000,000. A grand reception was given the newly elected pastor, Rev. D. W. Woods, Jr., of the Presbyterian church, on Friday, Dec. 4th. An attractive musical program was rendered and tea was served by the ladies of the congrega-tion. It was a most successful and enjoyable affair. At the exhibition of "Dolls," recently given by the ladies of the Reformed church, the neat little sum of $80 was realized for the benefit of the parsonage fund. Mr Frank Blocher, of this place, has been awarded the contract for furniture for the Meade High School, recently erected. He represents the U. S. School Furniture Com-pany, of Bloomsburg, Pa. Misses Ethel Wolf and Emily Horner spent their holidays at home. The former is attend-ing school at Lakeville, and the latter is at the Teachers' College, New York. The various churches observed the week of prayer and the services were conducted on the line of thought suggested by the Evangelical Alliance. The ninth annual reunion of Company C, Cole's Cavalry, was held a few miles from this place, on the 17th ult. Nineteen of the sur-vivors of the company, with members of their famjlies, comrades and others, assembled and had a very enjoyable time. After the banquet a business meeting and a camp-fire were held. At the business meeting the following persons from Gettysburg were elected officers for the ensuing year : President, W. H. Dot; Treas., J. E. Wible; Sec, Lieut. O. D. McMillan. Rev. H. C. Alleman spent Christmas with his parents at Lancaster. A jury of seven was recently appointed by Judge Dallas, in the U. S. Circuit Court, in the condemnation instituted by District At-torney Beck for aji additional strip of land wanted by the United States to preserve the battlefield. SEMINARY. Rev. J. Henry Harmes, of the Senior class, was unanimously elected pastor of Trinity church, Chambersburg, Pa. The call has baen accepted but he will not take permanent charge until his graduation the coming sum-mer. Rev. J. W. Richard, D. D., filled the pulpit of the Presbyterian church, this place, Sun-day, Dec. 26th. Rev. L. B. Hafer preached in the First Lutheran church, Chambersburg, Dec. 13th; at St. Thomas on Dec. 27th, and at Chambers-burg on Jan. 3d. Rev. J. C. Nicholas preached at New Free-dom during vacation. Rev. W. O. Ibach filled the pulpit of the St. Matthews Lutheran church, of Philadelphia, on Dec. 20th. Rev. R. W. Mottern preached at Dallis-towu on Dec. 13th; at the Memorial Luth-eran church, Harrisburg, on the 20th, and at Bethany Lutheran, Philadelphia, on the 27th. G. Z. Stup preached at Conshohocken, dur-ing vacation, Rev. J. F. Shearer, pastor. Among the others who preached during va-cation were: Messrs. Clare, Yule, Apple, Shinier, Yoder and Fulper. Rev. W. M. Cross preached in the Second Lutheran church, of Baltimore, on Jan. 3d, and in the Messiah Lutheran, of Harrisburg, on the 10th. Rev. Paul W. Koller assisted his father in the administering of the Hoi}' Communion on Jan. 10th. ATHLETICS. CHARLES T. LARK, Editor. Considerable interest has been manifested of late in the formation of a Basket Ball team. This game, as it requires considerable skill and activity, is fast winning its way, and de servedly so, into popularity amongst college THE COLLEGE MERCURY. 140 men. It is played somewhat on the order of foot-ball with perhaps the danger element eliminated. Basket ball would be a new departure in the athletics of our college and there seems to be no reason why we should not put a strong team in the field as we have abundant material from which to select. Our gymnasium affords excellent advantages for the game and it is just the thing for livening up the winter term. Let us, by all means, "get into the game." At a recent meeting of the Athletic Associa-tion, Charles J. Fite, '98, was elected as man-ager of next seasons eleven. Mr. Fite is, as a manager should be, a young man with honest business principles, and with plenty of push, in fact he is just the man for the place. Dale, '00, has been elected to the captaincy of the team for the season of '97. He is a brilliant, energetic player, and under his lead-ership "our kickers" will doubless make many additions to the list of victories. Y. M. 0. A. NOTES. The Association will observe the usual da}7 of Prayer for Colleges on Sunday afternoon, Jan. 31, It is hoped that Mr. Wile, of Car-lisle, will consent to come and address the stu-dents. The services will be made as interest-ing as possible, and the students of all three institutions are invited to attend From July 18-21. the twenty-ninth annual state convention of the Pennsylvania Young Men's Christian Association will be held at Reading. The Association will endeavor to have as many go as possible. Reading is not far from here, and we ought to send at least six and possibly more. We are glad to see the students take an in-terest in the coming course of entertainments. These alone vary the routine of the term. It is no easy task to arrange this course, and the committee deserve our approval and support. FRATERNITY NOTES. PHI KAPPA PSI. The Chapter was saddened by the news of the very sudden death of Frank K. Cessna, Pa. Eta, who captained the F. and M. eleven during the season which is just past. Rev. M. C. Horine, '62, was elected Presi- I dent of the East Pa. Conference of the Luth-eran Ministerium. Ed. C. Hecht, '91, for some years General Manager of the Real Estate Department of the Southern Railway Union, is now connected with the management of the Metropolitan Life Insurance Co. of New York City. White, '97, spent a portion of the holidays with Lark, '98. Weaver, '99, has been elected manager of the annual Tennis Tournament. Albert F. Smith, '00, and Frank P. Shoup, '00, were initiated Dec. 7th. PHI GAMMA DELTA. Bro. Sanford Martin, '90, spent the holidays with his parents in Gettysburg. Bro. Fichthorn, '94, is employed as draughts-man at Shiffler Bridge Works, Pittsburg, Pa. Bro. D. A. Buehler, '90, spent the holidays with his mother in Gettysburg. We were pleased to have with us during the past month Bros. Stahler, '82, and DeYoe, '86. The sympathy of the Chapter is extended to Bro. J. S. Kausler, '84, whose father died re-cently. Bro. H. L. Hoffman, '95, won the prize at the tumbling contest at Yale last term. SIGMA CHI. Henry Wolf Bikle, '97, Gettysburg, Pa., was initiated Jan. 5th, 1897. Frank Hersh, '92, was home for a few days at X'mas. Heindle, ex-'97, made us a visit several weeks ago. John Wendt, '98, who left college at the end of last term, intends to take a course in the Columbia Law School. Dale, '00, visited the Chapter at State Col-lege when home at X'mas. Norman and Will McPherson were home over X'mas. Leisenring, '97, visited the Chapter at the University of Pennsylvania a few weeks ago. Charles Wendt, '00, expects to enter a busi-ness college in New York City. PHI DELTA THETA. St. John McClean, of Gettysburg, was ini- i4i THE COLLEGE MERCURY. tiated into the fraternity at the end of last term. Ben. F. Carver, Hanover, Pa., was initiated Saturday, January 9th. Rev. Harry Lee Yarger, '83, Atchison, Kansas, field secretary of the Lutheran Board of Church Extension, attended a meeting of that body in York, Jan. 1. Singmaster attended the hop given last month by the Lehigh Chapter. Dave J. Forney recently returned from a visit to Carlisle. ALPHA TAU OMEGO. White Hutton, '97, represented the Chapter at the fifteenth biennal Congress of the Fra-ternity held at Cleveland, O. It was conceded by members of other Greek Societies to have been one of the greatest gatherings of its kind ever held. H. B. Cessna, 1900, of Bedford, Pa., was initiated into the Fraternity Jan. 5, 1897. We are glad to have Charles H. Spayd. '99, with us again, who was compelled to leave college on account of sickness. W. H. Menges, '96, will enter the Semi-nary at the opening of the next collegiate year. Maurice Zullinger, '98, who left college last year, is still confined to his bed. H. H. Jones, '92, is practicing medicine at Codorus, York county, Pa. LITEFJARY SOCIETIES. JOHN W. Orr, Editor. PHILO. Philo's business meetings have taken on a new interest lately owing to several heated ar-guments on different points of parliamentary law. This is a step in the right direction as many of our members will no doubt have use for a practical knowledge of the rules of pro-cedure after leaving college. Our last special program rendered on the evening of Dec. 11, was one of the best ever given. Instead of taking up an author as usual, Christmas furnished the special theme. Dr. Stuckenberg, an honorary member of Philo, who had been giving his course of lect-ures on Sociology here, gave us a very inter-esting talk on "Christmas in Germany." The doctor was especially pleased with the solo, "Stille Nacht." The only thing to detract from the pleasure of the evening was a bit of "guying" which took place before the exer-cises had begun. Philo takes this means of disavowing the action of those who forgot themselves, and promises its visitors that it will not happen again. It was attended by fully 300 persons who greatly enjoyed the following program: Music. Announcement to the Shepherds (Bible), - - ROLLER Announcement to the Shepherds (Ben Hur), - ENGLAR Hvmn 011 the "Morning of Christ's Nativity." - Miss SiEBER Music. Christmas: Historical Sketch, SMITH Christmas in Germany. Dr. STUCKENBERG Hymn—"Stille Nacht," Miss SIEBER Christmas in England, - HERMAN "Christmas," Irving, CLUTE Our Christmas, -.- ERB " 'Twas the Night Before Christinas," - - Miss MYERS Music. The new men initiated since the last issue of the MERCURY are: H. B. Cessna, W. B. Claney, R. Z. Imler, F. E. Kolb, W. G. Lawyer, F. P. Shoup, G. D. Weaver, of the the class of 1900; Evans and Mehring, of the class of 1901. The following officers were elected at the last meeting for the ensuing term: Pres., Clute; Vice Pres., Lutz; Cor. Sec, Tilp; Rec. Sec, Weaver, Sr., Treas., R. L. Smith; Asst. Libr., Hess; Critic, H. R. Smith. EXCHANGES. Said a biker to a farmer, * "Did a lady wheel this way ? " Said the farmer to the biker, "I'll be hanged if I can say," From the outfits they are wearing From the mountains to the sea, Whether the biker is a she or whether "Tis a he." WTe are glad to see that quite a number of our exchanges contain good, short stories. We think this more tasty than so many essays, yet a few good essays are not out of place. It is policy to endeavor to please the literary tastes of all. "Politeness," says Dr. Prather, "is like a pneumatic tire, there isn't much in it, but it eases many a jolt in the journey of life. An adveitisement in a Western paper read thus : Run away, a hired man named John, his nose turned up five feet eight inches with corduroy pants much worn. ADVERTISEMENTS. BASE- i/isitors to JO A I _J i_J Gettysburg College, $ . . SURRUES, . . Pipaldi i-)cr LeatjUQ Ball, jL J^litB, >'\a.sl-,.s, Qto. Managers should send for samples and special rates. Every requisite for TENNIS, GOLF, CRICKET, TRACK AND FIEID. GYMNASIUM EQUIPMENTS AND OUTFITS, COMPLETE CATALOGUE SPRING AND SUMMER SPORTS FREE. fi'~Ths Name the Guarantee." A. G. Spalding & Bros., NEW YORK, PHILADELPHIA, CHICAGO. 1108 CHESTNUT STREET, PHILADELPHIA fy/right's Qngraving ^jfouse *? /?AS become the recognized leader in unique styles of «^f COLLEGE and FRATERNITY EN-GRAVINGS and STATIONERY, College and Class-pay Invitations, engraved and printed from steel plates; Programmes, Menus, Wedding and Reception Invitations, Announcements, etc., etc. Examine prices and styles-before ordering elsewhere. 50 Visiting Cards frcm New Engraved Plate for $1.00. ERNEST A. WRIGHT, UOS Chestnut Street, PHILADELPHIA Hon. W. J. Bryan's Book All who are interested in furthering the sale of Hun. W.J. Bryan's new book should correspond immediately with the publishers. The work will contain . . AN ACCOUNT OP HIS CAMPAIGN TOUR, HIS BIOGRAPHY, WRITTEN Bi HIS WIFB HIS MOST IMPORTANT SPEECHES. THE RESULTS OP THE CAMPAIGN OF 1896. A REVIEW OF THE POLITICAL SITUATION. •••ACENTS WANTED••• Mi. Bryan DUB an-nounced his intention of devoting one-half of all royalties to furthering the cause of bimetallism. There are already indications of an enormous sale. Address W. B. CONKEY COMPANY, Publishers 341-351 Dearborn St.CHICAGO Settysburg, !Penn*a, WILL FIND THE-Cumberland Valley R. R. running in a South-Westerly direction froniHarrisbnrg, Pa., through Carlisle. Chambersburg, Hagerstown an 1 Martinsburg to Winchester, Va., a direct and available ^ route from the North, East and West to Gettysburg, Pa" via. Harrisburg and Carlisle. Through tickets via. this route on sale at all P. R. K. offices, and baggage checked through to destination. Also, a popular route to the South via. Carlisle. AS for your tickets via. Cnmberlauil Valley Railroad anil Carlisle, Pa, I. F. BOYD, Superintendent. H. A. RIDDLE, Gen. Passenger Agent. FPH. H. MlNNlCrl, Manufacturer, Wholesale and Retail Dealer in onfeetionepNj I OYSTERS AND G>dt fe=t fe=di&%f==/j) • CLOTHIER, * FASHIONABLE TAILOR, II GENTS FURNISHER. No. 11 Balto. St. - GETTYSBURG. J. E. BOYLE, OF LEECH, STILES & CO. EYE SPECIALISTS, 1413 Chestnut Street, Phila. Will be in Gettysburg, Pa., at W. H. TIPTON'S, THURSDAY, MX 10, From 9 a. m. to 3.SI) p. m. 'No charge for consulta-tion and examination and every pair of glasses or-dered guaranteed to be *■ satisfactory by LEECH, STILES, & Co. GOTO, ♦•HOTEL GETTYSBURG -XfiAilBER SHOPX- ^Photographer, No. 2g Baltimore St., GETTYSBURG SPECIAL ATTENTION PAID TO a-cnege (p.ins Collection of. BATTLEFIELD VIEWS _®ffixOa%s on hand. Centre Square. B. M. SEFTON. 2/ou ivili find a full lino of {Pure 'Drugs dc ^ine Stationery {People 'a Drug Store. ^Proscriptions a Specialty. MAIL ORDERS RECEIVE PROMPT ATTENTION. Latest Styles \% ipssfeg^ Sl|X5«^, Elliott ffyg^T