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In 1939, the first in a series of four comprehensive law review articles by Professor George D. Hornstein was published on the subject of the award of counsel fees in stockholders' derivative suits and corporate class actions. These articles highlighted equitable principles peculiar to such actions, previously not fully understood by either attorneys or the courts, which have made derivative and class actions extremely effective weapons in the battle for corporate democracy. Three very basic questions were posed and answered: 1) Who will pay for the attorneys fees and expenses incurred in such litigation? 2) What factors govern the award of counsel fees? 3) How are they calculated?

Dentsu Inc. -- Foote, Cone & Belding Communications, [Inc.] -- Interpublic Group Inc. -- JWT Group Inc. -- Leo Burnett Company, Inc. -- The Ogilvy Group, Inc. -- Omnicom Group Inc. -- Saatchi & Saatchi Plc -- Young & Rubicam Inc. -- G.I.E. Airbus Industrie -- Avions Marcel Dassault-Breguet Aviation -- The Boeing Company -- British Aerospace Plc -- N.V. Koninklijke Nederlandse Vliegtuigenfabriek Fokker (Fokker Royal Netherlands Aircraft Factories) -- General Dynamics Corporation -- Grumman Corporation -- Lockheed Corporation -- Martin Marietta Corporation -- McDonnell Douglas Corporation -- Messerschmitt-Bolkow-Blohm Gmbh. -- Northrop Corporation -- Rockwell International -- Rolls-Royce Plc -- United Technologies Corporation -- American Airlines -- British Airways Plc -- Continental Airlines -- Delta Air Lines Inc. -- Eastern Airlines -- Japan Air Lines Company Ltd. -- Koninkluke Luchtvaart Maatschappu, N.V. (Klm Royal Dutch Airlines) -- Deutsche Lufthansa A.G. (Lufthansa German Airlines Incorporated) -- Northwest Airlines, Inc. -- Pan American World Airways, Inc. -- People Express Airlines, Inc. -- Scandinavian Airlines System -- Swiss Air Transport Company, Ltd. (Swissair) -- Texas Air Corporation -- Trans World Airlines, Inc. -- United Airlines -- USAir Group -- American Motors Corporation -- Bayerische Motoren Werke A.G. -- Bendix Corporation -- Chrysler Corporation -- Cummins Engine Corporation -- Daimler-Benz A.G. -- Dana Corporation -- Eaton Corporation -- Echlin Inc. -- Federal-Mogul Corporation -- Fiat Group -- Ford Motor Company -- Fruehauf Corporation -- General Motors Corporation -- Honda Motor Company Limited(Honda Giken Kogyo Kabushiki Kaisha) -- Mack Trucks, Inc. -- Navistar International Corporation -- Nissan Motor Company, Ltd. -- Paccar Inc. -- Peugeot S.A. -- Regie Nationale Des Usines Renault -- Robert Bosch Gmbh. -- Rolls-Royce Motors Ltd. -- Saab-Scania A.B. -- Sealed Power Corporation -- Sheller-Globe Corporation -- Toyota Motor Corporation -- Volkswagen A.G. -- A.B. Volvo -- Beverages -- Allied-Lyons Plc -- Anheuser-Busch Company, Inc. -- Asahi Breweries, Ltd. -- Bass Plc -- Brown-Forman Corporation -- Carlton and United Breweries Ltd. -- Cerveceria Polar -- The Coca-Cola Company -- Adolph Coors Company -- Distillers Company Plc -- E & J Gallo -- General Cinema Corporation -- Grand Metropolitan Plc -- Guinness Plc -- G. Heileman Brewing Company, Inc. -- Heineken N.V. -- Heublein, Inc. -- Hiram Walker Resources, Ltd. -- Kirin Brewery Company Ltd. -- Labatt Brewing Company Ltd. -- Miller Brewing Company -- Moet-Hennessy -- Molson Companies Ltd. -- Pepsico, Inc. -- Pernod Ricard S.A. -- Sapporo Breweries, Ltd. -- The Seagram Company, Ltd. -- South African Breweries Ltd. -- The Stroh Brewing Company -- Whitbread and Company PLC -- Chemicals -- Air Products and Chemicals, Inc. -- American Cyanamid -- Atochem S.A. -- Basf A.G. -- Bayer A.G. -- Betz Laboratories, Inc. -- BOC Group Plc -- Celanese Corporation -- The Dexter Corporation -- The Dow Chemical Company -- DSM, N.V. -- E. I. Du Pont De Nemours & Company -- Ecolab, Inc. -- Ethyl Corporation -- G.A.F. -- Great Lakes Chemical Corporation -- Hercules Inc. -- Hoechst A.G. -- Huls A.G. -- Imperial Chemical Industries Plc -- Koppers Inc. -- L'Air Liquide -- Lubrizol Corporation -- Mitsubishi Chemical Industries, Ltd. -- Monsanto Company -- Montedison SpA -- Morton Thiokol, Inc. -- Nalco Chemical Corporation -- National Distillers and Chemical Corporation -- Olin Corporation -- Pennwalt Corporation -- Perstorp A.B. -- Rhone-Poulenc S.A. -- Rohm and Haas -- Solvay & Cie S.A. -- Sumitomo Chemical Company, Ltd. -- Union Carbide Corporation -- Vista Chemical Company -- Witco Corporation -- Conglomerates -- Aeg A.G. -- Alco Standard Corporation -- Allied-Signal Inc. -- Amfac Inc. -- Archer-Daniels-Midland Company -- Barlow Rand Ltd. -- Bat Industries Plc -- BTR Plc -- C. Itoh & Company, Ltd. -- Colt Industries Inc. -- Elders Ixl Ltd. -- Farley Northwest Industries, Inc -- FMC Corporation -- Fuqua Industries, Inc. -- Greyhound Corporation -- Gulf & Western Inc. -- Hitachi Ltd. -- Ic Industries, Inc. -- Instituto Nacional De Industria -- International Telephone & Telegraph Corporation -- Istituto Per La Ricostruzione Industriale -- Jardine Matheson Holdings Ltd. -- Katy Industries, Inc. -- Kidde, Inc. -- Koc Holding As? -- Lear Siegler, Inc. -- Litton Industries, Inc -- Loews Corporation -- LTV Corporation -- Marubeni K.K. -- Mckesson Corporation -- Minnesota Mining & Manufacturing Company -- Mitsubishi Corporation -- Mitsui Bussan K.K. -- Nissho Iwai K.K. -- Ogden Corporation -- Samsung Group -- Sumitomo Corporation -- Swire Pacific Ltd. -- Teledyne, Inc. -- Tenneco Inc. -- Textron Inc. -- Thorn Emi Plc -- Toshiba Corporation -- Transamerica Corporation -- TRW Inc. -- Veba A.G. -- Whittaker Corporation -- W.R. Grace & Company -- Construction -- A. Johnson & Company H.B. (since 1988: Axel Johnson Group AB -- Barratt Developments Plc -- Bechtel Group, Inc. -- Bilfinger & Berger Bau A.G. -- Bouygues -- Dillingham Corporation -- Fairclough Construction Group Plc -- Fluor Corporation -- John Brown Plc -- John Laing Plc -- Kajima Corporation -- Kumagai Gumi Company, Ltd. -- Linde A.G. -- Mellon-Stuart Company -- Ohbayashi Corporation -- The Peninsular & Oriental Steam Navigation Company (Bovis Division) -- Taylor Woodrow Plc -- Wood Hall Trust Plc -- Containers -- Ball Corporation -- Continental Group Company -- Crown, Cork & Seal Company -- Metal Box Plc -- National Can Corporation -- Owens-Illinois, Inc. -- Primerica Corporation -- Toyo Seikan Kaisha, Ltd. -- Abbott Laboratories -- American Home Products -- A.B. Astra -- Baxter International -- Becton, Dickinson & Company -- Ciba-Geigy ltd. -- Fujisawa Pharmaceutical Company, Ltd. -- Genentech, Inc. -- Glaxo Holdings Plc -- F. Hoffmann-La Roche & Company A.G. -- Eli Lilly & Company -- Marion Laboratories, Inc. -- Merck & Company -- Miles Laboratories -- Mylan Laboratories -- Novo Industri A/S -- Pfizer Inc. -- Pharmacia A.B. -- Rorer Group -- Roussel Uclaf -- Sandoz Ltd. -- Sankyo Company, Ltd. -- Sanofi Group -- R.P. Scherer -- Schering A.G. -- Schering-Plough -- G.D. Searle & Company -- Sigma-Aldrich -- Smithkline Beckman Corporation -- Squibb Corporatio -- Sterling Drug, Inc. -- Syntex Corporation -- Takeda Chemical Industries, Ltd. -- The Upjohn Company -- Warner-Lambert -- The Wellcome Foundation Ltd.

Máster Universitario en Ingeniería Industrial ; El sector de la automoción engloba un mercado muy exigente, donde los clientes poseen expectativas de calidad muy altas y donde las empresas proveedoras de vehículos están sometidas a grandes presiones y regulaciones. En los años ochenta, las empresas conocidas como "The Big Three", Ford, Chrysler y General Motors (en aquel momento entre las tres se repartían la gran mayoría de la cuota del mercado de la automoción), unieron sus fuerzas en busca de un objetivo común, y nominaron a una comisión de expertos para hacer frente a la amenaza que suponía la creciente expansión de la industria automovilística japonesa. Además, estas tres empresas crearon el AIAG ('Automotive Industry Action Group'), una asociación sin ánimo de lucro que se compone de un diverso grupo de profesionales y actores interesados de este sector, que incluye, por ejemplo, proveedores de todos los tamaños de piezas y material, fabricantes, proveedores de servicios, e incluso el mismo gobierno, además de las propias empresas automovilísticas. Esta asociación vela por la existencia de un trabajo colaborativo entre todos los miembros, buscando sinergias y apoyos mutuos para que todas las partes salgan beneficiadas. En el contexto actual, las empresas proveedoras del sector de la automoción deben cumplir con los estándares definidos por el AIAG con relación al APQP. El APQP ('Advanced Product Quality Planning'), es, como su propio nombre indica, una planificación avanzada de la calidad del producto. Se trata de un proceso que sigue una metodología totalmente estructurada, orientada hacia el cumplimiento de los requisitos del cliente sobre el producto final, involucrando para ello en el proceso a proveedores y al cliente final. La estructura del proceso se basa en cinco grandes etapas, que incluyen entradas y salidas en cada una de ellas. Las salidas se generan a partir de una combinación de las entradas, y en ocasiones directamente a partir de otras salidas. La clave reside en que se trata de un ciclo sin fin de mejora continua, donde se busca en todo momento mantener la calidad del producto fabricado por encima de unos mínimos, que corresponden siempre a los requisitos especificados por el cliente. Al ser un ciclo, las salidas de una etapa, son las entradas de la siguiente, y cuando se llega a la última etapa se vuelve a comenzar (de ahí el término de mejora continua). De esta manera, se consigue establecer un proceso estándar y reproducible, mediante el cual se asegura cierto rigor en cuanto a la calidad del producto, que es aplicable a cualquier proceso de producción de cualquier producto (en este caso vehículos), donde lo único que cambia de uno a otro es la particularización de las entradas para cada caso en concreto, siendo los factores los mismos. El APQP se basa en el 'ciclo de Deming', también conocido como 'círculo PDCA' (de sus siglas en inglés, 'plan, do, check, act'). O lo que es lo mismo, "planear, hacer, verificar y actuar". En el caso del APQP, este ciclo se divide en cinco etapas, ya que la fase de "do" se parte en dos. Las etapas son las siguientes: 1) Planificación y definición del programa: se produce la traducción de las necesidades y expectativas del cliente en especificaciones y objetivos de calidad del producto. 2) Diseño y Desarrollo del Producto: se produce una revisión crítica de los requisitos de diseño y de la información técnica del producto. Tiene lugar el desarrollo y verificación del diseño, evaluando los problemas potenciales de éste en relación a la posterior fabricación y su factibilidad. 3) Diseño y Desarrollo del Proceso: se asegura que el proceso será efectivo de cara a cumplir con las necesidades y expectativas del cliente. 4) Validación del Producto y del Proceso: el proceso de fabricación es validado mediante la evaluación de una tirada de producción piloto de prueba. 5) Retroalimentación, Evaluación y Acciones Correctivas: etapa final, en la cual se recoge todo lo analizado y aprendido en las etapas anteriores, y se hace uso de ese conocimiento adquirido para corregir las partes que han dado un resultado negativo y han hecho que el rendimiento del producto no sea el óptimo y el requerido, así como para añadir los detalles y partes que faltan para conseguir un mejor resultado final. Es la etapa más importante y en la que reside el sentido del APQP. El problema es que la implementación y aplicación del APQP es una tarea ardua y muy complejo, que conlleva numerosos retos que deben ser superados y donde las herramientas tradicionales no sirven, ya que su uso para la gestión del APQP provocaría retrasos y bloqueos en el proceso de producción y en el suministro. Sin el uso de una herramienta tradicional que dé soporte al APQP, las empresas proveedoras son incapaces de hacer un buen seguimiento del proceso para así reutilizar y aprovechar datos del producto en el paso de un programa al siguiente. La consecuencia es que los beneficios del APQP se ven reducidos o incluso eliminados. Es en este contexto precisamente donde nace la aplicabilidad, utilidad y practicidad del sistema PLM. PLM ('Product Lifecycle Management') es un enfoque estratégico de negocio para la gestión eficaz y el uso del capital intelectual corporativo (CIC). El CIC es la suma de todo el conocimiento que una organización acumula a lo largo de sus actividades para alcanzar sus objetivos. Esto incluye: la definición del producto, el historial del producto y la experiencia adquirida por la organización respecto al producto. el PLM es una solución informática a nivel empresarial que busca implementar una estrategia de gestión de toda la información que se genera a lo largo de la vida de un producto, también denominada CIC. No obstante, es importante destacar que, en esencia, PLM no es un sistema informático o una tecnología, sino más bien la estrategia que hay detrás, que se apoya en esa tecnología para poder ser aplicada. De manera muy sintetizada, se puede decir que existen dos funciones que son implícitas al PLM: 1) Gestión eficaz del CIC: Garantizar la precisión, integridad y seguridad de toda la información. 2) Uso eficaz del CIC: Hacer que la información esté disponible de forma inmediata en el lugar y formato adecuados, para los usuarios adecuados (ya sean personas o programas), y para las tareas adecuadas. Un sistema PLM se basa en un flujo de información global y común a todos los actores que intervienen en el proceso, de forma que todos puedan interactuar entre ellos en tiempo real y de manera segura y práctica. El pilar de la estructura que hace esto posible es una base de datos en la que cada persona que interviene en el desarrollo del producto puede volcar la información que considere que debe quedar registrada para que otros puedan hacer uso de ella. Esta idea es una de las bases de todo sistema PLM: la reutilización del conocimiento. En esencia, lo que se está consiguiendo a través del uso de un sistema PLM es optimizar el proceso. Esta es la meta que se persigue en todo momento y el objetivo final que subyace en cada acción de PLM: que con menos esfuerzo y menos tiempo invertido se alcancen mejores resultados. En este documento se ha estudiado la aplicabilidad y utilidad de emplear un sistema PLM para la gestión del proceso APQP. Estos son los beneficios principales que se han observado:  Se proporciona un excelente cimiento para cualquier empresa automovilística a través de flujos de trabajo integrados, una base de datos común, accesible y de gran capacidad, la gestión eficaz de proyectos, la creación de informes y de la capacidad de integración con otras herramientas.  Es una solución "todo en uno", que sustituye la necesidad de la coexistencia de varias herramientas.  Se llega a mejores tomas de decisión, al tener visibilidad de las tareas en proceso y de los ítems asociados, por ejemplo, el conocimiento de los múltiples proyectos donde es empleada una misma pieza.  Se puede gestionar el desarrollo de productos complejos para vehículos y de todos los requisitos de documentación asociados a ellos.  Reducir los costes de los cambios de diseño, gracias a detectar antes los cambios necesarios e implementarlos con un efecto más positivo y generando menos coste. También poder comunicar esos cambios a los distintos departamentos y equipos, mejorando así la calidad del producto y, consecuentemente, la satisfacción del cliente.  Aumentar o posibilitar la reutilización del conocimiento a través del acceso rápido y sencillo a proyectos previos APQP.  Se consigue la introducción de nuevos productos en el mercado en el tiempo programado y respetando el presupuesto disponible. Por tanto, se puede concluir que una solución PLM que dé apoyo al proceso APQP y a todos sus requisitos, es una poderosa herramienta de negocio que conlleva numerosos e importantes beneficios, los cuales ya han sido probados en el sector de la automoción. Sin embargo, se debe puntualizar que el PLM no debería de ser el fin en sí. El uso de un sistema PLM suele actuar de catalizador para un cambio en el negocio de manera conceptual y profunda. Para poder aprovechar todo el potencial del PLM y su máximo beneficio, deben revisarse todos los procesos y estructuras de la organización, y aplicar cambios que impulsen la tecnología PLM allí donde se necesiten. Esto hará que se optimicen a nivel global los procesos internos del negocio, así como la forma en la que las empresas automovilísticas se relacionan con sus socios, proveedores y clientes. En el mundo actual y el sector de la automoción, donde el entorno empresarial es cada vez más global, exigente y hostil, la tecnología PLM es el vehículo necesario para crear y mantener un negocio innovador que pueda competir eficazmente en todos sus mercados. ; The automotive industry involves a very demanding market, where the clients possess very high expectations regarding quality and where the supplying companies of vehicles are under big pressures and have to follow strict regulations. During the 1980s, the companies known as "The Big Three", Ford, Chrysler and General Motors (at that moment they shared between them most part of the automotive market share), joined their strengths in the search for a common target, and they nominated an expert committee to face the threat that the increasing expansion of the Japanese industry represented. Moreover, there three companies created the AIAG ('Automotive Industry Action Group'), a nonprofit association made up of a diverse group of professionals and stakeholders of this sector, which includes, for example, suppliers of materials and parts of all sizes, manufacturers, service providers, and sometimes, even the government itself, as well as the automotive companies. This association supports the existence of a collaborative environment within all members, searching for synergies and mutual support so that every party can benefit from this alliance. In the actual context, the supplying companies of the automotive sector must comply with the standards defined by the AIAG with respect to APQP. APQP is, as its names states for itself, a way of anticipating a plan for the product's quality. It consists of a process which follows a highly structured methodology, focused on the compliance of the client's requirements over the final product, involving the suppliers and the final client in this process. The structure of the process is based on five big phases, which include inputs and outputs in each one of them. The outputs are generated by a combination of the inputs, and occasionally directly from other outputs. The key resides on the fact that it is never-ending cycle of continuous improvement, where the target is always to maintain the product's quality over certain minimum level, which always corresponds to the requirements specified by the client. As it is a cycle, the outputs of a phase are the inputs of the next one, and once you fulfill the last phase, you start over again from the beginning (that is why it is said to be a continuous improvement). This way, standard and repeatable procedure is successfully established, through which certain level of rigor is assured in terms of the product's quality, which is applicable to any kind of production process of any kind of product (vehicles in this case), where the only thing that changes from one to another is the group of inputs for that case in particular (the factors remain constant). APQP is based on the Deming cycle, also known as the PDCA circle (Plan, Do, Check, Act). In the case of APQP, this cycle is divided into five phases, since the second phase ("do") is split into two. These are the APQP phases: 1) Program planning and definition: translation of the client's expectations and needs into the product's specifications and objectives. 2) Product design and development: there is a critical revision of the designing requirements and the technical information of the product. The design's verification takes place, evaluating its potential issues towards the future manufacturing and its viability. 3) Process design and development: it is assured that the process will be effective regarding the compliance of the client's needs. 4) Product and process validation: the manufacturing process is validated through the evaluation of a test production run. 5) Feedback, evaluation and corrective action: final phase in which everything that has been analyzed and learnt from the previous phases, and that acquired knowledge is used in order to correct the parts which have performed negatively and which have avoided the performance form being the optimal and expected, as well as to add the details which are missing, so as to achieve a better result. This is the most important phase and on which the purpose of APQP lies. The problem is that APQP's implementation and application are very arduous and complex tasks, which involves multiple challenges which must be overcome and where traditional tools are not enough, since their use for APQP would cause serious delays and even blockades in the production and supplying process. Without the use of a tool which supports APQP, the supplying companies are incapable of satisfactorily monitoring the process, in order to reuse the product's information from one program to the next. The consequence is that the benefits of APQP are seriously reduced or even eliminated. It is in this context precisely in which the PLM system becomes applicable, practical and very useful. PLM ('Product Lifecycle Management') is a strategic approach of the business for the effective management and use of the corporative intellectual capital (CIC). The CIC is the sum of all the knowledge that an organization accumulates throughout its activities in order to reach its targets. This includes: the product's definition, the product's history and best practices. PLM is a technological solution at a business level that tries to implement a management strategy for all the information which is generated throughout the whole product's lifecycle, also called CIC. However, it is important to point out that, essentially, PLM is not a computing system or a technological tool, but the strategy which lies beyond, which finds in that technology the path in order to be applied. In a very summarized way, it can be said that two main functions are implicit to PLM:1) Effective management of CIC: guaranteeing the precision, integrity and safeness of all the information. 2) Effective use of CIC: making the information be readily available, at the right place and format, for the right users, and for the right tasks. A PLM system is based on a global information flow, common to all actors who take part in the process, so that all of them can interact among themselves in real time and in a practical and safe manner. The structure's pillar which makes this possible is a data base into which each person who intervenes in the product's development can enter the information which they consider should be registered so that other can make use of it. This idea is one of the basis of every PLM system: the recycling of knowledge. Essentially, what is being achieved through the use of a PLM system is the optimization the process. This is the goal that is pursued at all time and the final target which lies under every action of PLM: achieving better results with less effort and less time waste. In this document, the applicability and usefulness of implementing a PLM system for the management of the APQP process have been studied. These are the main benefits which have been observed:  An excellent basis is provided towards any automotive company throughout the use of integrated workflows, a common data base, accessible and of great capacity, the effective management of projects, reports creation and the capacity of integration with other tools.  It is an "all in one" solution, which substitutes the need for the coexistence of several tools.  There is better decision making, having better visibility of the tasks in process and the associated items, for instance, the knowledge of the multiple projects in which a same component is being used.  It is possible to manage the development of complex products for vehicles and all of its associated documentation requirements.  Minimizing the costs caused by changes in the design, by detecting earlier the necessary changes and implementing them with a more positive effect. Also being able to communicate those changes to the different departments and teams, improving thus the product's quality and, consequently, the client's satisfaction.  Increasing or making it possible to reuse the knowledge through quick and simple access to previous APQP projects.  The introduction of new products into the market respecting the planned schedule and the available budget. Henceforth, it can be concluded that a PLM solution which supports the APQP process and all its requirements, is a powerful business tool which involves multiple and significant benefits, which have already been proved in the automotive industry. However, it must be remarked that PLM should not be the end itself. The use of a PLM system usually acts as a catalyzer for a change in the business in a conceptual and transcendent way. To be able to make the best use of PLM's potential and its maximum benefit, all of the processes and the organization's structures must be revised, so that the necessary changes to boost PLM technology can be applied. This will optimize the internal business processes, as well as the way in which the automotive companies interact with their partners, their suppliers and their clients. Nowadays, in the automotive industry, where the business environment is each time becoming more globalized, demanding and hostile, PLM technology is the necessary tool in order to create and maintain an innovative business which will be able to compete effectively in all its markets.

Nella letteratura specializzata il concetto di crisi risulta variamente definito. Alcuni autori utilizzano tale termine come sinonimo di insolvenza, considerando un'impresa in stato di crisi solo nel caso in cui la stessa non fosse in grado di poter fronteggiare le proprie obbligazioni, altri definiscono la crisi come momento puntuale e conclusivo di un ciclo gestionale negativo, identificandola nella mancanza di profitti o nella perdita del capitale; altri ancora, con orientamento giuridico, considerano un'impresa in crisi, quando questa giunge al fallimento o approda ad un'altra procedura concorsuale. In ogni caso quale che sia la definizione di crisi adottata, ciò che appare rilevante è il fatto che quest'ultima sia generalmente considerata come un fenomeno patologico, che si manifesta comunque con pesanti squilibri di natura economica, patrimoniale e finanziaria. Più di trent'anni fa, in un articolo intitolato "La crisi d'impresa e suo risanamento" pubblicato sulla rivista "Banche e Banchieri", Pellegrino Capaldo individuava le cause tipiche della crisi: crisi finanziaria: quando l'azienda non ha la possibilità di procurarsi i mezzi finanziari adeguati per quantità e qualità alle esigenze di una gestione che altrimenti sarebbe economicamente equilibrata; crisi economica: quando vi è una scarsa domanda di beni e servizi oggetto della produzione dell'impresa, oppure in presenza di costi di produzione più alti della concorrenza; crisi economico-finanziaria: si verifica quando le caratteristiche del dissesto non permettono di ricondurla in particolare a nessuna delle due casistiche precedenti. Ci si trova di fronte ad uno squilibrio economico imputabile a un soverchiante carico di oneri finanziari dovuto a pesante indebitamento su investimenti che non si sono rivelati produttivi e che hanno portato a perdite negli esercizi precedenti. Le modalità di superamento della crisi assumono caratteristiche diverse a seconda delle cause che la generano ed a seconda che si parli di impresa privata o pubblica. Tralasciando le modalità di risanamento dell'impresa pubblica poiché intervengono ragioni di diverso ordine: politico, sociale, strategico-economico, giuridico, e tralasciando altresì, le norme di legge volte a facilitare il superamento delle difficoltà di imprese in crisi, nell'impresa privata il risanamento è possibile quando vi siano i presupposti per suscitare l'interesse di un nuovo capitale che intervenga in quanto percepisce la convenienza a prendere in carico la crisi poiché si intravede la possibilità di una gestione efficiente, sia dal punto di vista economico che finanziario. In presenza di una crisi finanziaria, nell'impresa privata, il risanamento appare conveniente se l'impresa è in grado di remunerare, ai saggi di mercato, il capitale occorrente per riequilibrare la struttura finanziaria o per realizzare alcuni investimenti; chiaramente questa situazione comporterà modifiche dell'assetto proprietario dell'azienda, in quanto chi si dà carico del risanamento vuole essere in condizione di controllare l'impresa e spesso accade, infatti, che l'attuale gruppo di controllo si apra in varie forme ad altri portatori di capitale, oppure rinunci al controllo (ponendosi in posizione di minoranza) o ceda addirittura l'impresa a chi è in grado di trarla dalla crisi. Nell'ipotesi di crisi economico-finanziaria, il superamento richiede che i creditori rinuncino in tutto o in parte ai loro crediti o alla prestabilita remunerazione, tali crediti infatti sono da ritenersi già interamente o in parte perduti e quindi non recuperabili. Di norma la rinuncia dei creditori risulta essere la strada più vantaggiosa perché consente sia un maggiore recupero del credito, sia l'avvio di proficui rapporti di fornitura una volta che l'impresa sia stata risanata. Nel caso di crisi economica, infine, i presupposti per il risanamento ricorrono quando, anche attraverso forme di integrazione con altre imprese, si ritiene soddisfatta una condizione minima e cioè che il risanamento consenta di recuperare, sugli investimenti in essere, più di quanto sarebbe possibile mediante lo scioglimento dell'impresa. All'interno delle diverse forme di integrazione tra imprese, una che assume una certa rilevanza ai fini del risanamento di una situazione di crisi è sicuramente quella dell'appartenenza ad un gruppo, dove con la parola gruppo si fa riferimento ad un complesso di due o più aziende esercitate da distinte società, aventi, quindi, ognuna un proprio soggetto giuridico, ma controllate tutte dallo stesso soggetto economico, ovvero vi è la presenza di una persona o di un gruppo di persone che hanno il potere di determinare l'indirizzo di gestione su più imprese che si presentano autonome sotto il profilo giuridico. In questi casi l'economicità aziendale, cioè la capacità dell'impresa a remunerare congruamente i fattori della produzione (condizione indispensabile per durare nel tempo), non va più vista in riferimento alla singola impresa, ma va considerata in relazione al contributo che essa da e/o riceve in un contesto economico più ampio ma economicamente unitario. Non sono rari i casi in cui imprese precedentemente in perdita vengono mantenute in vita per i vantaggi che esse arrecano al gruppo cui appartengono o che, isolatamente considerate, non sono economiche e invece lo diventano entrando a far parte di un gruppo per i vantaggi che ne traggono. In dottrina si esprime questo concetto parlando di: economicità in seno al gruppo; economicità in funzione del gruppo; economicità collettiva o macroeconomicità. Con la prima espressione si intende fare riferimento a quelle imprese che fuori dal gruppo non sono economiche (e quindi sarebbero destinate alla liquidazione o, peggio, al fallimento) e diventano economiche entrando a far parte di un gruppo di imprese con le quali creare sinergie operative, o altri vantaggi gestionali ed organizzativi, con risparmio di risorse e miglioramento dei risultati. Le imprese del secondo tipo, invece, sono imprese che, nonostante i vantaggi, neanche dentro il gruppo riescono ad essere economiche ma vengono ugualmente mantenute in vita per i vantaggi che esse creano alle altre aziende del gruppo e l'eventuale loro anticipata liquidazione creerebbe al gruppo maggiori danni della perdita da essa periodicamente sofferta. In questi casi è conveniente per il gruppo accollarsi ogni anno la perdita di detta impresa compensata dalle utilità che ne traggono dal suo mantenimento in vita. Analogo ragionamento può essere fatto riguardo all'economicità collettiva o macroeconomicità. Qui ci troviamo di fronte analogamente ad imprese non economiche ma che vengono mantenute in vita, o addirittura costituite, in virtù delle utilità arrecate alla collettività di una determinata zona, di una regione o dell'intero paese. Si parla, a tale proposito, di economie esterne all'impresa o all'azienda valutata ed evidenziata dall'Ente pubblico (Stato, Regione, Comune.) che le controlla e che contribuisce a mantenerle in vita. Con l'analisi effettuata sull'andamento del Gruppo Fiat nel periodo compreso tra il 1998 ed il 2006 si è studiata la situazione di un gruppo che nel periodo oggetto di studio si è trovato ad affrontare tematiche del tipo delineato e si è voluto dimostrare come il Gruppo sia riuscito a porre fine ad uno dei periodi più neri della sua storia pur trovandosi in uno stato di profonda crisi al termine degli anni novanta, culminata poi con le perdite rilevate negli anni tra il 2001 ed il 2004 a causa della mancata sostituzione di prodotti ormai obsoleti e dell'incalzante competitività dei concorrenti giapponesi; tuttavia il Gruppo è riuscito a tornare all'utile nel 2005, proseguendo il trend positivo negli anni successivi fino al 2009, anno negativo per tutto il settore auto. Dall'analisi del bilancio di Fiat Auto S.p.A., società capogruppo, è emerso come l'andamento economico/finanziario della holding abbia ricalcato quello complessivo di gruppo. Il risultato positivo ottenuto da Fiat Auto S.p.A. nel 2005 non è frutto dell'attività industriale (tanto che l'utile operativo è risultato ancora negativo anche se migliore degli anni precedenti) ma è dovuto principalmente a fattori straordinari, come, accordi presi dal management negli anni precedenti; è sufficiente ricordare il mancato esercizio dell'opzione Put con la quale Fiat avrebbe potuto vendere a General Motors la residua partecipazione in Fiat Auto Holdings BV e che invece ha reso alla casa torinese un indennizzo di 1.550 milioni di euro. Ciò nonostante, Fiat Auto S.p.A. è stata mantenuta in vita per le sinergie con le altre aziende del gruppo e per i vantaggi d'immagine per l'intero gruppo di appartenenza, al punto che è notizia di questi giorni che il 2010 per Fiat è stato l'anno del ritorno all'utile ed ha superato tutti i target e le previsioni degli analisti. Il consiglio di amministrazione del gruppo ha annunciato che gli utili netti si sono attestati a 600 mln. di euro contro gli 848 persi nel 2009, mentre i ricavi sono saliti del 12,35% a 56,3 miliardi. Netta riduzione, quasi un dimezzamento, per l'indebitamento: da 4,4 a 2,4 miliardi. La casa torinese, inoltre, ha confermato gli obiettivi finanziari previsti nel piano 2010 – 2014 che erano stati anticipati in aprile. Il consiglio di amministrazione proporrà all'assemblea degli azionisti il pagamento di un dividendo complessivo pari a 155,1 mln. di euro. Nel 2010, per quanto riguarda il settore auto, sono stati conseguiti ricavi per 27,9 miliardi, in crescita del 6%. L'effetto della contrazione dei volumi delle vetture è stato compensato dall'incremento delle vendite dei veicoli commerciali leggeri (+27%). Complessivamente sono state 2.081.800 le auto ed i veicoli commerciali leggeri consegnati, con un calo del 3,2%. Le consegne 2010 includono circa 13.500 unità di prodotti Chrysler, Jeep e Dodge: l'avvio dell'attività di distribuzione di questi marchi attraverso la rete commerciale europea del gruppo è stato completato. Nel quarto trimestre il mercato dell'auto ha proseguito la riduzione in Europa (-8,9%) e in Italia (-23,8%) rispetto al 2009. In particolare la quota del gruppo è stata in Italia del 28,5% (-3%) e in Europa del 6,8% (-1,5%). A dimostrazione che il risultato ottenuto è frutto esclusivamente dell'attività industriale, l'amministratore delegato ha sottolineato che Fiat non sta lavorando a cessioni di asset, ma non esclude operazioni del genere in futuro.

This article will review recent legislation and judicial decisions in Virginia affecting owners, contractors, and design professionals in the construction context. The discussion will include legislative amendments to the Code of Virginia ("Code") by the General Assembly promulgated in 1990 and the first half of 1991, as well as important cases on construction law decided by Virginia's state and federal courts for the last half of 1989, 1990, and the first half of 1991.

The Supreme Court of Virginia, the United States Court of Appeals for the Fourth Circuit, and the Circuit Court of Fairfax County have decided a number of important property law cases over the past year. Part I of this article discusses the most significant of those cases. Legislation passed by the Virginia General Assembly with respect to property is discussed in Part II of this article.

Aus der Einleitung: 'Zusammenkommen ist ein Beginn, Zusammenbleiben ein Fortschritt, Zusammenarbeiten ein Erfolg.' (Henry Ford, amerikanischer Industrieller, 1863 – 1947). 1.1., Problemstellung: Mit diesem Zitat von Henry Ford möchte ich die vorliegende Arbeit eröffnen. Es ist sinnbildlich für die Abschnitte einer Fusion und verkörpert die wichtigen Meilensteine, die bis zum erfolgreichen Abschluss eines solchen Vorhabens erreicht werden müssen. Die Liste gescheiterter Fusionen ist lang. Beispielhaft sind hier Daimler und Chrysler, Time Warner und AOL, oder nicht zuletzt BMW und Rover zu nennen. Es ist die Wichtigkeit dieser Meilensteine 'zusammenkommen', 'zusammenbleiben' und 'zusammenarbeiten', die oftmals unterschätzt wird und aufgrund deren eine Fusion scheitern kann und somit unter Umständen nicht nur existenzielle Probleme hervorrufen kann. (Im Original Grafik) In der global vernetzten Wirtschaftswelt von heute stehen Fusionen an der Tagesordnung. Zwar stagniert die Anzahl der Fusionen in den vergangenen Jahren. Bei der immens hohen Anzahl an Wettbewerbern erscheint der Gedanke jedoch häufig als strategisch sinnvoll, einen direkten oder indirekten Wettbewerber zu übernehmen. Die Ziele einer Fusion reichen hierbei von der sinnvollen Nutzung von Synergieeffekten bis zu persönlichen Machtmotiven. (Im Original Grafik) Die Problematik einer Fusion besteht darin, dass der Prozess nicht einfach unternommen werden kann und sich der Erfolg bei weitem nicht von selbst einstellt. Es werden verschiedene Phasen durchlaufen, in denen jedem einzelnen Kriterium ein hohes Maß an Wichtigkeit zugemessen werden muss. In der Praxis scheitern Fusionen oft bereits vor Beginn oder während des eigentlichen Merger-Prozesses an vermeintlichen soft skill Faktoren, wie zum Beispiel an unterschiedlichen, vorherrschenden Unternehmenskulturen, die als Erfolgsfaktor von nicht zu unterschätzender Bedeutung sein können. Diese entwickeln sich individuell durch das Kollektiv der Mitarbeiter. Fusionierende Unternehmen unterschätzen die Kulturproblematik und gehen nur in ungenügendem Umfang auf diese ein. Unterschiedlichen Wertesystemen und Unternehmenskulturen wird also zu wenig Aufmerksamkeit geschenkt. Beispielhaft hierfür ist die Tatsache, dass im Rahmen einer Fusion zwei verschiedene Belegschaften aufeinander treffen. Aus einem Unternehmen A und einem Unternehmen B soll nun das Unternehmen C gebildet werden. Beide sind jedoch in ihrer eigenen, individuellen Unternehmenskultur verankert. Das Ziel des Top-Managements jedoch ist, dass die beiden fusionierenden Unternehmen auch gemeinsam harmonieren und gemeinschaftlich miteinander arbeiten. Allerdings treffen nun zum ersten Mal im Rahmen der Integration zwei unterschiedliche Kulturauffassungen aufeinander und man stellt oftmals fest, dass sich eine grundsätzlich vorherrschende Abneigung gegenüber steht. Für ein Unternehmen können hieraus Konflikte entstehen. Beim Zusammenbringen zweier Unternehmenskulturen geschieht dies aus verschiedensten Gründen: zum einen beispielsweise aufgrund von Verteilungskämpfen. Hierbei geht es um die persönlichen Ressourcen, also um die Anzahl der Mitarbeiter, die Zuteilung von Arbeitsgütern und Betriebsstoffen. Weiterer Auslöser für einen Konflikt im Rahmen der Zusammenführung zweier Unternehmenskulturen stellt die neue Machtverteilung dar. Man stelle sich vor, das eine Unternehmen besitzt eine 6-Ebenen-Hierarchie, das andere zu fusionierende Unternehmen eine 9-Ebenen-Hierarchie und daraus soll nun eine neue Hierarchiestruktur mit lediglich noch vier Ebenen entstehen. Hierbei wird jedes Individuum, also jedes Mitglied der Organisation, versuchen seine persönlichen Ziele und den jeweiligen Status im Unternehmen zu behaupten und zu unterstreichen. Da jeder sein persönliches Ziel verfolgt, liegt es auf der Hand, dass es zwangsläufig zu Konflikten kommen wird. Für fusionierende Unternehmen stellt diese persönliche Komponente eine äußerst ungünstige Konstellation dar, da Konflikte für ein Unternehmen der Verlust von barem Geld darstellt. Anstatt sich auf die Kernkompetenzen und –aufgaben des Unternehmens zu konzentrieren, beschäftigen sich die Mitarbeiter eher mit der Sicherung ihrer persönlichen Egoismen. Diese Egoismen sind auch der Grund für die Tatsache, dass sich die Mitarbeiter der fusionierenden Unternehmen nicht aufeinander einlassen und versuchen, gemeinsam – zum Wohle des Unternehmens – zusammen arbeiten. Ein weiterer Grund ist die mangelnde Kommunikation zwischen dem Top-Management und den Mitarbeitern eines Unternehmens. Unterschiedliche herrschende Informationspolitiken führen so gegebenenfalls zu falschen Versprechungen gegenüber Kunden und Mitarbeitern. Zudem werden Letztere teilweise nicht in den Fusions-Prozess einbezogen, was zum Verlust von Erfahrungswerten und Know-How führen kann. Ausschlaggebend für das Scheitern einer Fusion ist meist die mangelnde Erfahrung mit einem solchen Veränderungsprozess. Unternehmen neigen zur Überschätzung des eigenen Know-Hows und unterschätzen zudem den hohen Umfang an Aufgaben, sowie die Wichtigkeit der detaillierten Informationen über das Unternehmen, mit dem eine Fusion angestrebt wird. Die Folgen dieser Aufzählung führen für ein Unternehmen meist zu einer Schmälerung des Gewinnes und gefährden somit dessen Hauptziele: Das Überleben am Markt, die Sicherung der Wettbewerbsfähigkeit und die Weiterentwicklung des Unternehmens. Es wird also deutlich, dass eine Integration der Unternehmen, ihrer unterschiedlichen Bereiche und ihrer u. U. verschiedenen Unternehmenskulturen wichtig ist. Neben der Integration dieser Bereiche, bedarf es zusätzlich der Integration der Informationstechnologie. Fusionen finden mitunter Länder übergreifend statt. Um an dieser Stelle eine, für das operative Geschäft äußerst wichtige, Vernetzung zu gewährleisten, muss auch dieser Bereich möglichst schnell und umfänglich integriert werden. Oftmals findet eine Integration (gemäß der theoretischen Literatur) im Rahmen der Post-Merger-Integration, der dritten Phase einer Fusion statt. Durch die späte Initiierung des Integrationsprozesses können jedoch unerwartete Probleme entstehen, die eine Fusion und die dazugehörige Integration scheitern lassen. Diese Nennung von Gründen, die zu einem Scheitern von Fusionen führen können ist beispielhaft und kann beliebig erweitert und ergänzt werden. Es soll somit gleichwohl ein erster Eindruck der Komplexität eines solchen Fusionsprozesses vermittelt werden. Es ist notwendig, eine Integration frühzeitig zu planen und zu initiieren. Vor welchen Herausforderungen Unternehmen bei einer Integration stehen und welche Ziele mit ihr verfolgt werden, soll hier verdeutlicht werden, um die Wichtigkeit der rechtzeitigen Planung und Durchführung der Integration zu unterstreichen. 1.2, Ziel der Arbeit und Vorgehensweise: Was muss unternommen werden, um den komplexen Prozess einer Fusion erfolgreich zu gestalten? Welche Einflussgrößen spielen bei Fusionen und der Integration eine wichtige Rolle und welche Bereiche werden von der Integration erfasst? Welche Methoden gibt es für das Top-Management, um eine Integration zu ermöglichen und diese erfolgreich umzusetzen? Gibt es integrationsfördernde Maßnahmen? Um passende Antworten auf diese Fragen zu finden, bedarf es einer umfassenden Beleuchtung des gesamten Merger-Prozesses. Ausgangspunkt hierbei ist die Frage, welche Ziele mit einer Fusion verfolgt werden und welche Teilschritte zunächst unternommen werden müssen, um eine Fusion anzukurbeln. Dabei werden die unterschiedlichen Meilensteine veranschaulicht und auf die Bedeutung der Unternehmenskultur eingegangen. Wie bereits dargestellt, spielt diese eine nicht hoch genug einzuschätzende Rolle für das Scheitern oder den Erfolg einer Fusion. Folglich wird der Begriff der Unternehmenskultur ausführlich beschrieben und die unterschiedlichen Formen beleuchtet. Des Weiteren werden verschiedene Instrumente vorgestellt und bewertet, die das Scheitern eines Zusammenschlusses bereits frühzeitig verhindern können und mit einem Katalog geeigneter Maßnahmen ein solcher erfolgreich gestaltet und der Erfolg nachhaltig gesichert werden kann. Kapitel 2 befasst sich zunächst mit der Bestimmung der Begriffe Fusion, Integration und Integrationsmanagement. Hierzu werden die allgemeinen Definitionen gemäß dem Wortlaut herangezogen, sowie der Gebrauch der Begriffe in den verschiedenen Bereichen erläutert. Zudem wird verdeutlicht welche Formen von Fusionen möglich sind. Anschließend wird die Bedeutung des Wortes Fusion begrifflich abgegrenzt, da die Literatur bisher weitestgehend lediglich von sog. MA-Transaktionen spricht, jedoch den Bereich der Fusionen nicht ausreichend abgegrenzt behandelt. In Kapitel 3 werden die Gründe, Motive und Ziele einer Fusion dargestellt. Gemäß den Motivtheorien nach Trautwein, werden den sieben Theorien die möglichen Motive zu einer Fusion zugeordnet. Es sollen die Ansätze beleuchtet werden, die das Top-Management dazu bewegen, die Entscheidung zu einer Fusion zu fällen. Hierzu werden zudem die konkreten Ziele einer Fusion, die gleichzeitig als Ausgangspunkt für die erfolgreiche Gestaltung des Fusionsprozesses zu betrachten sind, entwickelt. Kapitel 4 befasst sich mit dem wichtigen Thema der Unternehmenskulturen. Hierzu wird zunächst eine begriffliche Annäherung unternommen um schließlich eine Definition zu erhalten. Da Unternehmenskulturen ganz verschiedene Merkmale aufweisen, sollen diese dargestellt werde. Dazu gehören sogleich auch die unterschiedlichen Typologien von Unternehmenskulturen. Im weiteren Verlauf werden Instrumente zur Bestimmung der Kulturen zunächst kurz definiert und anschließend evaluiert. Anhand des Ergebnisses der Auswertung, werden sodann die relevantesten Instrumente erläutert. Zudem wird an-schließend noch das Thema der Kulturkollision, speziell bei Fusionen, erläutert und hierzu die Akkulturation näher thematisiert. Abschließend wird kurz dargestellt, warum die Unternehmenskultur zu einem Erfolgsfaktor werden kann. Kapitel 5 behandelt den gesamten Ablauf einer Fusion. Hierbei werden die einzelnen Schritte der drei Phasen erläutert und veranschaulicht. Der erste Abschnitt befasst sich mit der Vision einer Fusion, also der ausgehenden Frage, welche Vor- oder Nachteile eine Fusion zur Folge haben könnte. Abschnitt zwei – die sog. Merger-Phase – wird in zwei Sub-Phasen untergliedert. Notwendigerweise werden hier die jeweiligen Arbeitsschritte entsprechend zugeordnet und erläutert. Abschließend wird im dritten Abschnitt die Post-Merger-Phase beleuchtet. Sie ist für diese Arbeit von großer Bedeutung, da sie als Integrationsphase bezeichnet wird und die Hauptaktivitäten des Integrationsmanagements liegen. An dieser Stelle soll allerdings gleich erwähnt sein, dass im Rahmen dieses Kapitels eine prozessuale Darstellung anhand der gängigen Literatur erfolgt. Unterschieden wird im Rahmen der Erläuterung der Phasen zwischen den tatsächlichen Aktivitäten, die für eine erfolgreiche Fusion grundlegend sind und den eigentlichen Ergebnisse, die aus solchen Aktivitäten resultieren. Kapitel 6 beschäftigt sich mit den Einflussgrößen, die die Integration grundsätzlich, aber auch im Rahmen einer Fusion, prägen können. Zu diesem Zweck werden kurz die stärksten Einflussfaktoren und deren Auswirkungen erläutert. Ausgehend von den vorangegangenen Kapiteln wird in Kapitel 7 beleuchtet, wo das Integrationsmanagement seinen Ansatz findet und vor welcher konkreten Herausforderung es steht. Hierfür erfolgen zunächst einige Grundlagen, die bzgl. des Integrationsmanagements und des Integrationsprozesses berücksichtigt werden sollten. Zu diesem Zweck werden die allgemeinen Integrationsziele im Rahmen einer Fusion erläutert und im weiteren Verlauf dargestellt, welche Aufgaben erfüllt werden müssen, um eine Fusion erfolgreich durchführen und abschließen zu können und welche Bereiche vom Integrationsprozess erfasst werden. Zudem werden Ansätze entwickelt, mit denen eine Integration erleichtert wird und bereits präventiv Spannungen vermieden werden können. Des Weiteren wird beschrieben, welche Maßnahmen konkret die Integration fördern und wie Akzeptanz geschaffen werden kann. Um diese Fragen ausführlich zu beantworten, werden zusätzlich eigene Gedanken und Ansatzpunkte entwickelt. Abschließend werden die erarbeiteten Erkenntnisse nochmals überprüft und in Kapitel 8, als Fazit, zusammengefasst.Inhaltsverzeichnis:Inhaltsverzeichnis: Eidesstattliche ErklärungII InhaltsverzeichnisIV AbbildungsverzeichnisVIII TabellenverzeichnisIX AbkürzungsverzeichnisX 1Einführung1 1.1Problemstellung1 1.2Ziel der Arbeit und Vorgehensweise5 2Begriffsbestimmung und -abgrenzung8 2.1Fusion, Integration, Integrationsmanagement8 2.2Arten von Fusionen11 2.2.1Horizontale Fusionen11 2.2.2Vertikale Fusionen12 2.2.3Laterale / Diagonale Fusionen12 2.3Abgrenzung12 3Motive, Gründe, Ziele14 4Unternehmenskultur20 4.1Definition20 4.1.1Unternehmen20 4.1.2Kultur20 4.1.3Unternehmenskultur21 4.2Elemente und Merkmale22 4.2.1Artefakte23 4.2.1.1 Machtkultur24 4.2.1.2 Rollenkultur25 4.2.1.3 Aufgabenkultur25 4.2.1.4 Personenkultur25 4.2.2Werte und Normen26 4.2.3Grundannahmen26 4.2.4Weitere auftretende Unternehmenskulturen27 4.2.4.1 Unterstützungsorientierte Unternehmenskultur27 4.2.4.2 Regelorientierente Unternehmenskultur27 4.2.4.3 Innovationsorientierente Unternehmenskultur27 4.2.4.4 Zielorientierte Unternehmenskultur28 4.2.4.5 Traditionsorientierte Unternehmenskultur28 4.2.4.6 Reaktionsorientierte Unternehmenskultur28 4.2.4.7 Stagnationskultur29 4.3Bestimmung der Unternehmenskulturen30 4.3.1Ziele der Kulturbestimmung31 4.3.2Gesprächspartner31 4.3.3Methoden zur Bestimmung von Unternehmenskulturen32 4.3.4Auswertung35 4.3.4.1 Fragebögen36 4.3.4.2 Gruppeninterviews37 4.3.4.3 Persönliche Interviews37 4.3.4.4 Beobachtung38 4.3.4.5 Facettenmodell nach Köbi und Wüthrich39 4.3.4.6 Firmenrundgang40 4.4Kulturkollision bei Fusionen41 4.4.1Akkulturation42 4.4.2Phasen der Akkulturation42 4.4.3Formen der Akkulturation45 4.5Unternehmenskultur als Erfolgsfaktor für Integrationen46 5Prozessuale Phasen einer Fusion50 5.1Pre-Merger (Planungsphase)50 5.1.1Entscheidungsrelevante Fragen51 5.1.1.1 Das 'Ob'51 5.1.1.2 Das 'Wann'52 5.1.1.3 Das 'Wie'52 5.1.2Pre-Merger-Instrumente53 5.1.2.1 Screening53 5.1.2.2 Vorfeldsondierung54 5.1.2.3 Transaktionsstruktur55 5.1.2.4 Simulation55 5.1.2.5 Grobbewertung55 5.1.3Geheimhaltungsvereinbarungen56 5.1.4Verhandlungsprotokolle57 5.1.5Letter of Intent (LoI)57 5.1.6Vorvertrag59 5.2Merger (Durchführungsphase)60 5.2.1Due Diligence und Pre-Acquisition Audit60 5.2.1.1 Legal Due Diligence (Rechtliche Due Diligence)61 5.2.1.2 Financial Due Diligence (Finanzielle Due Diligence)62 5.2.1.3 Marketing Due Diligence62 5.2.1.4 Tax Due Diligence(Steuerliche Due Diligence)63 5.2.1.5 Strategic und Market Due Diligence64 5.2.1.6 Environmental Due Diligence (Umwelt Due Diligence)66 5.2.1.7 Human Resource Due Diligence67 5.2.1.8 Cultural Due Diligence (Kulturelle Due Diligence)68 5.2.1.9 Organizational und IT Due Diligence70 5.2.2Signing (Vertragsabschluss)70 5.2.3Closing (Eigentumsübertragung)71 5.3Post-Merger (Integrationsphase)72 5.3.1Initiierung der Integration72 5.3.1.1 Integrationsteam72 5.3.1.2 Kommunikation73 5.3.2Verknüpfung der Unternehmensführung74 5.3.3Festlegung der Unternehmensstrategie74 5.3.4Besetzung der Führungsebene75 5.3.5Personalwirtschaftliche Ausrichtung76 5.3.6Operatives Geschäft koordinieren76 6Einflussgrößen auf die Integration77 6.1Einflussgröße Unternehmenskultur77 6.1.1Distanz der Unternehmenskulturen77 6.1.2Stärke der Unternehmenskulturen78 6.1.3Dominanz einer Unternehmenskultur79 6.2Einflussgröße Unternehmensstruktur79 6.2.1Ausmaß der organisatorischen Zusammenlegung79 6.2.2Größe der Unternehmen80 6.3Einflussgröße Mensch81 6.3.1Angst als individueller Faktor81 6.3.1.1 Angst vor Arbeitsplatzverlust81 6.3.1.2 Angst vor finanziellen Einbußen82 6.3.2Angst als strukturbedingter Faktor82 6.3.2.1 Angst vor Ressourcenverteilung82 6.3.2.2 Angst vor Machtverlust82 7Integrationsmanagement84 7.1Die Herausforderung84 7.2Integrationsziele85 7.3Grundlagen der Integration86 7.3.1Integrationsgrad87 7.3.2Zuständigkeiten im Rahmen der Integration88 7.3.2.1 Integrationsführung88 7.3.2.2 Integrationsmanager88 7.3.2.3 Integrationsteams89 7.4Integrationsbereiche90 7.4.1Strategische Integration91 7.4.2Strukturelle Integration91 7.4.3Operative Integration92 7.4.3.1 Integration des Bereichs Einkaufs93 7.4.3.2 Integration des Bereichs Produktion93 7.4.3.3 Integration des Bereichs Vertrieb94 7.4.3.4 Integration des Wissensmanagements94 7.4.3.5 Integration der Verwaltung95 7.4.4Technologische Integration95 7.4.5Personelle Integration95 7.4.6Kulturelle Integration96 7.4.7Externe Integration97 7.5Integration in den Fusionsphasen98 7.5.1Pre-Merger99 7.5.1.1 Bildung einer Vision100 7.5.1.2 Machbarkeitsstudie und Szenario-Entwicklung100 7.5.1.3 Strategieentwicklung und Umsetzungsplan102 7.5.1.4 Relationship-Management104 7.5.2Merger105 7.5.2.1 Kommunikation105 7.5.2.2 Personalwirtschaftliche Maßnahmen durchführen111 7.5.2.3 Umgestaltung der Aufbau- und Ablauforganisation113 7.5.2.4 Verknüpfung der IT117 7.5.3Post-Merger117 7.5.3.1 Integration der Kulturen118 7.5.3.2 Akzeptanzmanagement119 7.5.4Öffentlichkeitsarbeit119 7.6Integrationscontrolling120 8Fazit122 LiteraturverzeichnisXII InternetverzeichnisXIX AnhangverzeichnisXXITextprobe:Textprobe: Kapitel 4.3.4.1, Fragebögen: Bei der durchgeführten Untersuchung bzgl. der Methoden zur Bestimmung von Unternehmenskulturen, erhielt die Methode Fragebögen einzusetzen mit '17' den höchsten Wert der Untersuchung. Fragebögen gehören zur Gattung quantitativer Befragungen. Grundlage eines Fragebogens sind eine vorherige Dokumentenanalyse, sowie ein Firmenrundgang und die Durchführung einer Beobachtung. Auf den ersten Eindruck erscheint diese Methode somit sehr zeit- und kostenintensiv, jedoch wird hier lediglich die Durchführung einer Befragung mittels Fragebögen betrachtet. Um die Ergebnisse qualitativer Befragungen statistisch abzusichern, besteht die Möglichkeit eine quantitative Befragung durchzuführen. Hierzu wird ein Fragebogen schriftlich festgelegt, anhand dessen (vorab strukturierte) Antworten beispielsweise angekreuzt werden können. Die Auswertung solcher quantitativen Befragungen gibt Aufschluss über die Meinungsverteilung und kann prozentual genau bestimmt werden. Mit nur durchschnittlichem Zeitaufwand und eher geringen Kosten wird dieses Modell vor allem aufgrund seiner Befragungstiefe sehr interessant und findet in der Praxis häufig Anwendung. Quantitative Befragungen als Analysemethode zur Erfassung von Unternehmenskulturen stellen sich als äußerst hilfreiches Mittel dar. Sie erfassen unter Berücksichtigung der Ergebnisse der qualitativen Befragungen wichtige Kulturmerkmale und liefern wichtige Erkenntnisse bezüglich der Verhaltensmuster, Werte und Normen der Organisationsmitglieder. Durch die Auswertung und Interpretation der Ergebnisse erhält man ein exakteres Bild der herrschenden Unternehmenskultur und kann zugleich erkennen, 'welche Aspekte der Kulturveränderung für das Unternehmen die größte Bedeutung haben oder in welchen Bereichen […] der größte Handlungsbedarf besteht'. 4.3.4.2, Gruppeninterviews: Eine weitere Methode ist die Anwendung von Gruppeninterviews. In diesen werden mehrere Organisationsmitglieder gemeinsam interviewt. Unter der Annahme, dass Unternehmenskultur ein gemeinsamer Lernprozess ist und gleichzeitig durch diesen entwickelt wird, können hier wichtige Erkenntnisse, z.B. zur Ausprägung der Kommunikation entnommen werden. Mit einem Ergebniswert von '16' im Rahmen der durchgeführten Untersuchung unterstreicht diese Methode ihre Einsetzbarkeit. Vor allem hinsichtlich der Befragungstiefe dieses Instruments ist zu erkennen, dass hieraus weitreichende Erkenntnisse zu ziehen sind. Dennoch ist bei kritischer Würdigung dieser Anwendungsmethode festzustellen, dass vor allem durch die Gruppeninterviews subjektive und unter Umständen irrelevante Einzelmeinungen ausgeblendet werden. Auch hier ist auf die Unternehmenskultur, die durch einen gemeinsamen Lernprozess entsteht, abzustellen. 4.3.4.3, Persönliche Interviews: Neben den Gruppeninterviews stellen persönliche Interviews zusätzliche Informationen bereit. Als zugehörige methodische Ansätze stehen hierzu Gruppen-interviews und Fragebögen in Form von quantitativen Befragungen zur Verfügung. Bei der Untersuchung der Methoden zur Bestimmung von Unternehmenskulturen erhielten persönlichen Interviews einen Wert von '15'. Es ist hierbei vor allem wieder auf das Kriterium der Befragungstiefe hinzuweisen. Dieser Bestwert zeigt, dass neben den Gruppeninterviews und dem Einsatz von Fragebögen sich die Durchführung persönlicher Interviews hinsichtlich der Befragungstiefe am meisten lohnt. Im Rahmen der persönlichen Interviews (qualitative Befragung) werden Organisationsmitglieder zu möglichst vielen relevanten Themen befragt. Zwar wird die Befragung anhand eines Interviewkataloges organisiert, dennoch besteht aber die Möglichkeit, die Befragung nicht statisch, sondern flexibel und variabel durchzuführen. Hiermit wird sichergestellt, dass ein breites Spektrum an Informationen durch das jeweilige Organisationsmitglied bereitgestellt wird und über alle relevanten Bereiche Auskünfte zur Verfügung gestellt werden. Bei genauerer Betrachtung der qualitativen Befragungsmethode wird deutlich, dass diese Alternative ebenfalls äußerst gewinnbringend eingesetzt werden kann. Durch die Filterung der Informationen, die während des Einzelgesprächs preisgegeben werden, können Rückschlüsse auf die Unternehmenskultur gezogen werden. Dies ist vor allem der Tatsache geschuldet, dass jedes einzelne Organisationsmitglied für die Unternehmenskultur von prägendem Charakter ist. 4.3.4.4, Beobachtung: Eine Methode zur Erfassung der Unternehmenskultur ist die Beobachtung. In der oben durchgeführten Untersuchung erhält sie einen Wert von '15'. Ähnlich wie bei der bereits vorgestellten Methode der Fragebögen, befinden sich Zeitaufwand und Kosten in einem moderaten und annehmbaren Bereich. Dennoch können gerade bei dieser Methode große Rückschlüsse auf die Organisationsmitglieder und ihr Verhalten gezogen werden. Hierbei werden vor allem die von den Organisationsmitgliedern angewendeten Problemlösungsmethoden betrachtet und das Ermitteln der herrschenden Unternehmenskultur als Lernpro-zess verstanden. Es wird hinterfragt, aus welchen Gründen bei der individuellen Problemlösung jeweils unterschiedliche Handlungsalternativen gewählt werden und warum diese zugleich innerhalb des Unternehmenskollektivs akzeptiert werden. Zudem wird die Methode der Beobachtung im Rahmen von Sitzungen eingesetzt. Hierbei kann eine sich entwickelnde Dynamik erfasst, sowie vorherrschende Werte analysiert werden. Voraussetzung für diese Beobachtungsmethode ist zum einen Beobachtungskompetenz. Das bedeutet, dass in den Prozessabläufen Beobachter (also die handelnden Organisationsmitglieder) beobachtet werden. Daher wird die Beobachtungskompetenz auch als 'Kompetenz der Beobachtung zweiter Ordnung' bezeichnet. Eine weitere Voraussetzung ist auf der anderen Seite das Vorliegen von Beobachtungstoleranz. Diese spiegelt sich in der Akzeptanz der Beobachtung durch Beobachter seitens der agierenden Organisationsmitglieder wieder. Unterzieht man diese Methode einer kritischen Würdigung, ist jedoch festzustellen, dass nicht nur diese zwei Voraussetzungen alleine ausschlaggebend für die Bestimmung der Unternehmenskultur sind. Vielmehr ist zusätzlich die Tatsache zu berücksichtigen, dass interne Beobachter ebenfalls von der herrschenden Unternehmenskultur geprägt sind und diese entsprechend bewerten. Wird die Unternehmenskultur allerdings durch externe Experten ermittelt, so wenden diese die in ihrem externen Unternehmen vorherrschende Unternehmenskultur an.

AbstractThe title of this thesis is An Analysis of Language Style Used in the Slogan of AdvertisementThat Found in the Internet. It aims to determine the type of language style that used in eachkind of slogans. The writer examines for the meaning contained. Descriptive method used toexplain the data. Four steps exercised by the author, who has to determine the sources, collect,analyze & present the data. The writer used Agih method (Sudaryanto: 1993). The authoremploys An Introduction to Sociolinguistics theory by Holmer, Janet. (1992), Metode andTeknik Analisis Bahasa theory By Sudaryanto (1993). The writer found the different oflanguage style used in the same categories of slogan. The writer make an analysis about thedata with divided the data one by one in the same categories of product.Key words: Language Style, Slogan, Advertisement, InternetINTRODUCTIONAdvertising or advertisementis a form of communication used to persuadean audience (viewers, readers or listener) totake some action with respect to products,ideas, or services. Most commonly, thedesired result is to drive consumer behaviorwith respect to a commercial offering,although political and ideological advertisingis also common. Advertising messages areusually paid for by sponsor and viewed viavarious traditional media; including massmedia such as newspaper, magazines,television commercial, radio advertisementoutdoor advertising or direct mail; or newmedia such as websites and text messages.Beside, Crabtree, et al(1991:237) say that:"Advertising is a business inwhich language is used to persuadepeople to do things, for examples tobuy some product or vote someone,and / or believe thing, for example, thatsome one corporation is trustworthy orsome political philosophy is good one"Like other advertising media,online advertising frequently involves both apublisher, who integrates advertisements intoits online content, and an advertiser, whoprovides the advertisements to be displayedon the publisher's content. Other potentialparticipants include advertising agencies thathelp generate and place the ad copy, an adserver who technologically delivers the adand tracks statistics, and advertising affiliateswho do independent promotional work forthe advertiser. Internet advertising is a formof promotion that uses the Internet and2World Wide Web for the expressed purposeof delivering marketing messages to attractcustomer. Examples of internet advertisinginclude contextual ads that appear on searchengine result pages, banner advertising, intext ads, Rich Media advertising, onlineclassified advertising, advertising networkand e-mail marketing, including e-mail spamand slogans.A slogan is an advertising taglineor phrases that advertisers create tovisually express the importance and benefitsof their product. By and large, it's a theme toa campaign that usually has a genuine role inpeople's lives. It has the ability to loanpeople's time and attention by puttingconsumers at the heart of the solution. Everyday we see millions of messages andcatchphrase everywhere from print media tointernet advertisement.Slogans are powerful marketingtools that can motivate their customers tosupport their brand. The best slogans areinstantly recognizable. It is an advertisingtag-line or phrase that advertisers create toovisually and verbally expresses theimportance and benefits of their product.Internet advertisement use somelanguage style. It purposes to attract theirconsumer. The language style has greatcontribution in attracting people whobrowsing the internet. So, they use languagestyle that interesting to the netter.In this research the writer tries todescribe and to look for the forms oflanguage for her analysis in internetadvertisement. At this analysis, the writerfocuses on language style used in slogans ininternet advertisement.Holmes (1992: 1) saysthat: "Sociolinguistics isconcerned with the relationshipbetween language and context inwhich it is used".In this case, the writer took some researchthat have relation with language variety,there are: The first one , Maria (2000) aboutlanguage style in some short stories as foundin Cool 'n Smart magazine in her research,she analyzes casual style and slang which,are found in Cool 'n Smart magazine. Sheanalyzes longer expressions(which idiomatic meaning) that arecharacteristic of slang usage. Another one,Anti (1998), about non-standard Indonesianlanguage in teenager magazine. In herresearch, she analyzes style of language inshort stories in teenager's magazines.Advertising or advertisement is aform of communication used to persuade anaudience (viewers, readers or listener) to takesome action with respect to products, ideas,or services. Most commonly, the desiredresult is to drive consumer behavior withrespect to a commercial offering, althoughpolitical and ideological advertising is alsocommon. Advertising messages are usuallypaid for by sponsor and viewed via varioustraditional media; including mass media suchas newspaper, magazines, television3commercial, radio advertisement outdooradvertising or direct mail; or new media suchas websites and text messages.Beside, Crabtree, et al(1991:237) in Arri Anti (1998 )saythat:"Advertising is a business inwhich language is used to persuadepeople to do things, for examples tobuy some product or vote someone,and / or believe thing, for example, thatsome one corporation is trustworthy orsome political philosophy is good one"According to Wikipedia, a sloganis a memorable motto or phrase used in apolitical, commercial, religious, and othercontext as a repetitive expression of an ideaor purpose. A slogan is an advertising taglineor phrases that advertisers create tovisually express the importance and benefitsof their product. By and large, it's a theme toa campaign that usually has a genuine role inpeople's lives. It has the ability to loanpeople's time and attention by puttingconsumers at the heart of the solution. Everyday we see millions of messages andcatchphrase everywhere from print media tointernet advertisement.Slogans are powerful marketingtools that can motivate their customers tosupport their brand. The best slogans areinstantly recognizable. It is an advertisingtag-line or phrase that advertisers create forvisually and verbally expresses theimportance and benefits of their product.The style of language that speakersuse with friends, when one a job interview,when talking to parents, the situationallanguage is called language style. Accordingto Holmes (1992:245), states that theaddresses and the context affect out choice ofcode of variety, whether language, anddialect. From the definition, the writer canconclude that language style is variety ofspeakers which is following the writer byaddressing and context.According to Holmes (1992:236) astandard variety is generally one which iswritten and which has under gone some ofregularization or codification (for example,in a grammar and dictionary), it is used for H(high) function a long side a diversity of L(Low) varieties.A Standard language variation isgenerally: (1) Used in the news media and inliterature (2) Described in dictionaries andgrammar (3) Taught in school and to nativespeakers when they learn language as aforeign languageAccording to Halim (1980) in Chaer(2004:192) non standard language is varietythat has indication or symbol fromcharacteristic to set out of the way fromnorm of standard language also calledinformal language.Non standard language shows greatervariety than standard language. The highersocial position of the non standard speakers,4the more nearly do they approach thestandard language.According to Richard, et al (1985)non standard language is use in speaking orwriting; with differ in pronunciation,grammar or vocabulary from the standardlanguage. Sometime the expressionsubstandard is used but linguist differ theterm non-standard as it a more neutral term.According to Holmes (1992: 74), there aremany components of the meaning of the termnon-standard language, they are;(1)Unstandardized or uncodified variety(2)Refers to the way it's acquired in thehome at first variety (3)It's used forrelatively circumscribed the function(4)Used in informal situationOne mark of an informal language isthe frequent occurrence of slang. Almosteveryone use slang occasions but it is noteasy to define the word. According toFromkin (1985:276) slang has been definedas "one of those things that everybody canrecognize and nobody can define".Regardless of social position, almostall people use slang from time to time.According to Yeager (1981:183) slang isanother word that is difficult to define butexpresses a concept that is understood byalmost everyone; probably the fundamentalquality of a slang term is not generallyaccepted. Slang words may come about bycombining to do word, by introducing acompletely new word. Slang expressionshave come and gone ever the year, some toreturn again but other never does. At thesometime, though same slang expressionsare remarkably resilient and persistent andsurvive over long periods of time.Akmadjian (1984) in Sudrawati(1999) explain about slang as follows:(1)Slang is part of casual informal styles oflanguage use (2)Slang like fashion in dottingand popular music, changer rapidly(3)Specific areas of slang often associatedwith particular social group, and hence onespeaks teenager slang.A daily activity has conversational language.Generally, colloquial style is not reallyattention to pronunciation, choice or words,or sentence structure. According toAlwasilah (1986:59) in Arry Anti (1998) thatcolloquial is words or phrases that are onlyused in utterances in spoken language. Itused in casual conversation. Educationnative speakers of a language normally usecolloquial speech in informal situation withfriends, fellow worker and members of thefamily.In this research, the writer would liketo use some theories in order to support indevelopment this thesis. The theories will bedescribed briefly, that is language style,formal and informal language, for exampleslang and colloquial.RESEARCH METHODOLOGYIn this research, the writer also usedthe qualitative method is a processing of5research, which is have a result descriptivedata like spoken or written language. In thisresearch, the writer uses this method toanalyze the language style as found inslogans in internet advertisementIn this research, the writer took the data fromslogans in internet advertisement. In internetadvertisement the writer copying someslogans into a flash disk and found some datafor to analyze. The data are categorized intofood and beverage, automotive, cosmetics,electronics etc.To collect the data, the writer usesobservation method. Observation methoditself is observes the language from thesource of data, that are some slogans ininternet advertising. In collecting the data thewriter browse the internet and uses flash diskto save the data in both formal and informallanguage which includes the words thatrelated to the research.DISCUSIONBased of the analysis, language style inadvertisement can be describe into nonstandard (that are slang and colloquial) andstandard languageNon StandardSlang1) BRYLCREEM - "A Little Dab'll DoYa!"From the example above, the sloganis about men's pomade or hair cream. Slangis not based to the true meaning but to thecontext. In the true meaning the word Dab'llsame with Dabble or playing with water butin the context meaning the word Dab'll isslang that means the hair is gloss or shiny ona surface because that hair cream.2) BURGER KING – It'll blow your mindawayFrom the example above, the word'blow' in the true meaning the wind action tomake something has different position orlook. But in the context meaning the word'blow' is slang version that means make yourmind only thinking about this food.3) GOOGLE - Don't be evilFrom the example above, the word'evil' in the true meaning has a negativemeaning or it is a crime or bad spirit. But inthe context meaning the word 'evil' is slangversion that means stupid. It is fit with theslogan because Google is the one of manysources of knowledge, information, socialnetwork etc. with Google the people cansmarter not stupid anymore.4) SUZUKI SWIFT - It's a boy thing.SWIFT, wanna play?From the example above, the word'wanna' in the true meaning is 'want to'.But in the context meaning the word'wanna' is slang version that meanschallenge. It is based from the slogan thatsays It's a boy thing. So are you brave to getthe challenge?5) AUSTRALIAN TOUR – So where thebloody hell are you?6From the example above, it is a sloganabout the tourist industry. The word 'bloodyhell' in the true meaning has a negativemeaning or may be a swearword. But in thecontext meaning the word 'bloody hell' isslang version that means to make sure wherethe place you wish will to go toColloquialA daily activity has conversationallanguage. Generally, colloquial style is notreally attention to pronunciation, choice orwords, or sentence structure. It used in casualconversation. Education native speakers of alanguage normally use colloquial speech ininformal situation with friends, fellowworker and members of the family.6) KFC - Finger lickin' Good!From the example above, it is seenthat the word lickin' is the colloquial versionfrom licking' is the standard language byswitching the alphabet g with the symbol 'from the word licking' become lickin' fromcolloquial. Because this word is not aboutthe creation of completely new word, it isonly about the change the spelling that isswitching one alphabet with one symbol butnot change the meaning.7) Mc D - I'm Lovin itFrom the example above, it is seenthat the word Lovin is the colloquial versionfrom Loving is the standard language bydeleting the alphabet 'g' from the wordLoving become Lovin from colloquial.Because this word is not about the creationof completely new word, it is only about thechange the spelling that is deleting onealphabet but not change the meaning.8) L'OREAL - Because you're worth itFrom the example above, it is seenthat to be 'are' from "Because you're worthit" contracted with pronoun 'you'. In Englishstructure it is should be 'you are'. The wordis colloquial because this slogan is notpaying attention to grammar or the word notabout the creation of completely new wordsbut only about the change the spelling of theshortened pronunciation.9) LG - "Life's Good"From the example above, it is seenthat to be 'is' from "Life's Good" contractedwith pronoun 'life'. In English structure it isshould be 'life is'. The word is colloquialbecause this slogan is not paying attention togrammar or the word not about the creationof completely new words but only about thechange the spelling of the shortenedpronunciation.10) Visa - "Its Everywhere you want to be"From the example above, is same withthe above. To be 'is' from Its Everywhereyou want to be" contracted with pronoun 'it'.In English structure it is should be 'it is. Theword is colloquial because the word notabout the creation of completely new wordsbut only about the change the spelling of theshortened pronunciation.7Standard Language11) Canon - "See what we mean"In example above the advertiser makethe slogan in standard language. It can beseen through the sentence is made in goodgrammar, good spelling and formalvocabulary, so this example uses the formallanguage. So this example is suitable to useon formal language style of advertisingslogans.12) Nike - "Just do it"In example above the advertiser makethe slogan in standard language. It can beseen through the sentence is made in goodgrammar, good spelling and formalvocabulary, so this example uses the formallanguage. So this example is suitable to useon formal language style of advertisingslogans.13) Haagen-Dazs - Pleasure is the path tojoyIn example above the advertiser makethe slogan in standard language. It can beseen through the sentence is made in goodgrammar, good spelling and formalvocabulary, so this example uses the formallanguage. So this example is suitable to useon formal language style of advertisingslogans.14) Red Cross - "The greatest tragedy isIndifference"In example above the advertiser makethe slogan in standard language. It can beseen through the sentence is made in goodgrammar, good spelling and formalvocabulary, so this example uses the formallanguage. So this example is suitable to useon formal language style of advertisingslogans.15) Matchbox - We sell more cars thanford, Chrysler, Chevrolet, and Buickcombined.In example above the advertiser makethe slogan in standard language. It can beseen through the sentence is made in goodgrammar, good spelling and formalvocabulary, so this example uses the formallanguage. So this example is suitable to useon formal language style of advertisingslogans.CONCLUSIONLanguage style is the ways toshow the freedom of expression, tocomment, to express the ideas, feelings, andgive information to other people. Languagestyle is a part of communication. That usedusually in some situation such as on schooland internet. On this situation usually thepeople mostly use variation of languagestyle.BIBLIOGRAPHYAlwasilah, A. Chaedar (1986) SosiologiBahasa. Bandung: Angkasa.Anti, Arry, (1998) An Analysis of Non-Standard Indonesia Language inTeenangers Magazines. Thesis S1:Padang. Bung Hatta University.8Chaer, Abdul. (2004) Sosiolinguistik.Jakarta : PT. Rineka Cipta.Fromkin, Victoria and Rodman, Robert.1985. An Analysis to Language. LosAngeles: Holt Rinehart and Winston,Inc.Holmer, Janet. (1992) An Introduction toSosiolinguistics. New York:Longman.Http://en.wikipedia.org/wiki/Advertising_sloganHttp://en.wikipedia.org/wiki/ InternetAdvertisementHttp://en.wikipedia.org/wiki/Online_advertisingHttp://en.wikipedia.org/wiki/SloganMeri Efrina (2006) An Analysis of LanguageStyle in Advertising of CleoMagazine. Thesis S1: Padang.BungHatta University.Nurul Huda (2004) An Analysis of LanguageVariation Used in Teenlits. ThesisS1: Padang. Bung Hatta University.Richards, Jack. (1985) Longman Dictionaryof Linguistics. Longman.Spolsky, Bernard. (1998) Sosiolinguistics.Longman York press.Sudaryanto (1993) Metode dan TeknikAnalisis Bahasa. Yogyakarta: DutaWacana Uuniversity Press.Sudrawati (2004) An Analysis of casual styleof Advertisement in AnekaMagazine. Thesis S1: Padang. BungHatta University.Yeager, Edwar. (1981) An Introduction tolinguistics. Boston : Little Brown andCompany

Part one of an interview with Amelia Gallucci-Cirio. Topics include: Recognition of the September 11th tragedy underway. Amelia's involvement in the Center for Italian Culture and the Alba Program. Pride in the Italian heritage and the importance of preserving it. The history of where Amelia lived in Connecticut and Massachusetts, while she was growing up. Memories of her relatives. What Amelia's childhood was like. Where in Italy her parents were from. Amelia's experience attending Fitchburg Teachers College from 1934-1938. Attending band concerts in Caldwell Park. Dressing up for Sundays, holidays, and to go downtown. How Fitchburg has changed. How people's values have changed. The role of church in a community. Social clubs. How Amelia met her husband. Where Amelia and her husband have traveled together. What inspired Amelia to donate money towards the education of others and the preservation of Italian culture. ; 1 LINDA: This is Linda [unintelligible – 00:00:02] for the Center of Italian Culture. We are interviewing Amelia Gallucci-Cirio. And I'm sure I didn't say that in the Italian way. I'm sorry. AMELIA: Yes, you did. That was right. LINDA: Okay. It's Wednesday, September 11, and we are in the home of both Anna [unintelligible – 00:00:23] and Amelia's cousin, Rachel Montorri, and the address is 479 Lindell Avenue in Leominster. It's a beautiful morning. It's 10:20 a.m., and we're starting a little bit late today because there was a national tragedy today, and there are unconfirmed reports that there was a terrorist attack against the United States, and there have been two planes, at least two planes, that have flown and struck the World Trade Center. There was a plane that struck the Pentagon about a half an hour after that. There are unconfirmed reports of a fire at the State House, and The White House has been evacuated and the Blair House, many buildings in Washington. People are very, very nervous today. So we will talk a little bit about that, I'm sure, but Anna and Amelia and Rachel are here with us today, of course to talk about the Italian-American experience, particularly in Fitchburg and Leominster. And Amelia, thank you very much. I suppose that we have to thank you for a lot of different things. Not just for appearing today to… AMELIA: Well, I'm happy to do it. May I preface this by quoting something from Cicero? Cicero, the great Roman orator and statesman, said, "Not to know what happened before we were born is to remain perpetually a child, for what is the worth of human life unless it is woven into the life of our ancestors by the records of history." I think that's so important. LINDA: Now, did that sort of formulate your reason for creating the center? AMELIA: Yes. Yes, and one of the reasons was I wanted to -- I'm very much interested in Western civilization and the Italian language and its culture, and I thought I think I'm capable of making donations, and my Fitchburg 2 State College would be the first to accept it, although I've also made donations to other organizations. In Waterbury, Connecticut, we have a program that I hope is going to carry on here in Leominster also. It's the Alba Program, in which children ages 6 to about 13, 14, study Italian through playing games and celebrating holidays and birthdays and so on. And we've been doing that in Waterbury, Connecticut for about five years, and I hope the Center for Italian Culture will also take that on as another project. And I've already talked to Anna, and they're very much interested in it. LINDA: Now, this is in Italian language? AMELIA: Yes, studying the Italian language and its culture, and there will be four or five teachers teaching the youngsters. LINDA: Now, has it been successful in Waterbury? AMELIA: Oh, yes. They've been working for about five years, and it's down to Teikyo Post University in Waterbury, Connecticut, and they meet there at the center every Saturday morning for about an hour and a half, two hours. And the children play games and they learn Italian expressions, and when it's a birthday they celebrate and say buon compleanno and so on. And the grandmothers just love it because the children go up and talk to Nonna and Nonno and so on. Yeah. And I hope that that is one of the projects they're going to take on, and talking to Anna they seem to be very interested in doing that. LINDA: Certainly anything that perpetuates the culture. AMELIA: Yeah, that's right. LINDA: Now, what's that, the Fitchburg State College website—and I'm not sure, you probably know this, but your profile has an alumni. AMELIA: Yes. LINDA: And I read -- and the very first item is that there is, "Know thyself." AMELIA: Yes. Socrates said, "Know thyself." And so we've translated that into Italian. [Foreign language – 00:04:58], meaning "Know thyself." And I 3 think I'd like to use that as our motto for the Center for Italian Culture, and not always is it included, but that's what it means. LINDA: What does it mean specifically to you? And how does it help you live your life and give donations? AMELIA: It means that… well, I know when I was a child it was difficult. We didn't have everything. My father died when we were quite young, and there were seven in the family. My older brother, Joseph, who Rachel knows, took on the responsibilities of father. It was an old Roman custom that the oldest son in the family would take over when the father died. So I thought since I am capable of doing it, I want to help children who weren't capable of learning their language or taking part in going to school, and that's what I'm doing now. LINDA: And why do you think that's important to learn about your heritage? AMELIA: It's so very important because today with so many different ethnic groups, oftentimes Italians of the TV and radio programs always talking about the mafia, and I feel that we are somehow -- Italian people don't defend themselves. But I think during the Clinton Administration they did pass a ruling wherein the Italians during World War II -- I know my mother, she wasn't a citizen, and during that time she couldn't travel. She had to go to the post office to get permission to attend a wedding in Waterbury, in Rhode Island, rather. And we are often made the scapegoat, and I think that we have to educate our people and teach them something about our background, something about our culture. We have a great culture, and the school systems at one time didn't talk about that, but I think it is being included in the curriculum today. LINDA: How do you feel about The Sopranos then? AMELIA: Oh, I'm very much not in favor of that at all. And I think that the Sons and Daughters of Italy and the NIF, and now that we have several, much more than we did in the past, congressmen of Italian origin, I think they are working to try to get them to remove that stereotype and talk more 4 about what Italian Americans have contributed to society. Going back to the time of the Romans and so on. LINDA: How did you feel when Geraldine Ferraro was running for vice president? Not necessarily her as a person or what she stood for, but was there a particular pride, ethnic pride? AMELIA: I don't know, but I know when she was running for vice president, we attended the NIAF dinner in Washington, D.C., my brother Joe, Christine, my two sisters and I, we all went down to Washington. We all went there, and she was a speaker, and we were very much in favor, naturally, being Italian American. But unfortunately there was some negative advertising about Geraldine, and that didn't help at all. LINDA: I remember specifically that there were some questions about her husband's dealings, possibly in the mafia. AMELIA: Oh, yes, yes. LINDA: There was a real backlash with that just because they have an Italian last name, and just because they're successful, it doesn't automatically make you… ANNA: What is she doing now? LINDA: I think she's quite sick, or she was. AMELIA: Yes, I think she is. LINDA: I'm not sure the form of cancer. ANNA: Oh, that's too bad. LINDA: One thing has confused me, because I read that you were born in Fitchburg… AMELIA: Yes, I was born in Fitchburg. LINDA: We'll have to change that on the website. It says that you were born in Connecticut. AMELIA: No, we were born in Fitchburg. We were born on my grandpa, my grandpa Luigi Scarano came from Italy with my mother. Mama was 17 years of age, and with Rachel's mother, Filomena, who was 13. Grandpa came with his two daughters to America, and then my grandmother came 5 with the rest of the family, and they settled down first in Boston, I think. [Foreign language – 00:10:10] Did you hear your mother talk about it? They went there and then they all came to Fitchburg, and Grandpa built that tenement house on Second Street? Did you see it? RACHEL: Middle Street Lane. AMELIA: Right. When my mother married my father, they lived in Clinton. My brother Joe was about 5 years old. Then we moved to Fitchburg, and my sister Christina was born in the block where Grandpa, Grandma, your mother was there. We all lived in the block. And then I was born the following year, May 12, 1915. And we were there for a couple of years. RACHEL: Yeah, not very long. AMELIA: And then we moved back to Connecticut. My father followed a young sister—he was always protecting her—and we lived there for a while and then back again to Fitchburg, and my brother Tommy was born here. LINDA: No wonder you like to travel. AMELIA: And then we moved back again to Waterbury, Connecticut. My father was a baker. He came from a family of bakers, and he set up a grocery store and a bakery shop, and we were there about three years, and then we moved to Naugatuck, Connecticut because his sister moved closer to another brother, and we have been there ever since 1925. But I came back to Fitchburg where I was born to attend -- it was called Fitchburg Teacher's College, and I lived with my grandmother and my uncle Joe, who was a violinist. And Anne studied violin with my uncle, and I remember when she was downstairs practicing and I was upstairs studying. So I was going to Fitchburg, we lived in Connecticut, and then I came back to Fitchburg for my bachelor's degree, and then I taught in Naugatuck in Connecticut for about eight years, and then I married in '52 and went to Phoenix. LINDA: Could you spell Naugatuck?6 AMELIA: Yes. N-A-U-G-A-T-U-C-K. It's a small community. Well, I wouldn't say small. It's about 35, in between Waterbury and New Haven, Connecticut. ANNA: That's what it is now? The population? AMELIA: Yeah, I would say. But my mother was never happy there because her mother was in Fitchburg and her sisters and brother and so on. LINDA: So do you have any memories of Fitchburg? Let's say your earliest memory. AMELIA: Yes. I remember when we all lived on 2nd Street in the block. [Unintelligible – 00:13:07] Oh, I thought it was 2nd Street. ANNA: I think you're right. AMELIA: I always remembered 2nd Street. And I remember when Anna's mother also lived there. Her uncle, who was Rachel's father -- was he responsible for bringing your mother to Fitchburg? RACHEL: Yeah. AMELIA: I remember her father must have been courting her mother, and he was such a wonderful man. Oreste. We used to go there and we'd sit on his knee, and he would give us all – that, I remember very distinctly. Those were happy days. LINDA: So what were their names? We should get that on tape. ANNA: Oreste. O-R-E-S-T-E. Guglielmi. G-U-G-L-I-E-L-M-I. And my mother, Carmela. C-A-R-M-E-L-A. Giammarino. G-I-A-M-M-A-R-I-N-O. And my mother came to America when Rachel's father, who was Michael Giammarino, called for her to come, and my father at that time was living in that neighborhood. He was boarding in a house there. Yeah, he was boarding on 3rd Street, at the Lily House. And he courted my mother, and they were married in 1920. LINDA: So your father -- tell us the relations. ANNA: Yeah, okay. My mother, Carmela, and Rachel's father, Michael, were brother and sister. Now, Rachel's mother, who was Filomena, F-I-L-O-M-E-N-A, and Amelia's mother…7 AMELIA: Anna Maria. ANNA. Her first name was Anna, Anna Maria, were sisters. So we're first cousins. AMELIA: What would the relationship between you and me be? RACHEL: Distant cousins. AMELIA: Yeah, I guess. LINDA: So getting back to your earliest experiences, so you remember her father? AMELIA: Oh, yes, yes. ANNA: He would bounce them on his knee. AMELIA: In fact, my sisters always say that -- yeah, we remember when Oreste used to sit us on his knee and… ANNA: He loved children. AMELIA: Yeah, he did. He was a wonderful man. And then of course I remember when I lived on Blossom Street with my uncle after they moved, Uncle Joe with Grandma and Grandpa moved to Blossom Street, 82 Blossom Street, and that's where he taught violin. And he used to come there summers, and they had a beautiful home, and Tommy would get on the banister and slide all the way down to the first floor. RACHEL: We've gone by that house. AMELIA: Oh, it's terrible. RACHEL: There was one house that we went by and you were disgusted. Maybe that was your first home? ANNA: No, I remember just saying what a shame to see it like that. RACHEL: But it wasn't Blossom Street. LINDA: So now is Blossom Street considered part of the Patch also? ANNA: No. Blossom Street is towards Fitchburg State College. LINDA: Okay. Who owned that house? ANNA: Her uncle? AMELIA: Oh, Uncle Joe. And Grandmother and Joseph Scarano. ANNA: Who was the son of her grandfather, her grandparents? LINDA: Okay. So tell me more about the Patch.8 ANNA: The Patch started at First Street right near where St. Bernadette's Church. RACHEL: It used to be the school. ANNA: St. Bernadette's Elementary School at that time. And it went down to Fifth Street where they have the Fifth Street Bridge, which is now being repaired and remodeled. And it started from Water Street going back to Railroad Street. That whole small section, they called it the Patch. RACHEL: And it was predominantly Italian. ANNA: Yes. LINDA: But Amelia, do you have any vivid memories of maybe what you did for fun? AMELIA: As a child? LINDA: As a child. AMELIA: I really don't know, because when I left Fitchburg, I was about 3 or 4 years old, and then we did come back there during the summer months in our teen age. Prior to that, we didn't. Uncle Joe used to come down with Grandma during the summer months when we lived in Naugatuck, but not until my late teens, probably. LINDA: How did you travel back and forth? AMELIA: Uncle Joe used to come down and pick us up. Uncle Joe would come down and pick us up in Naugatuck. LINDA: What kind of car? What kind of automobile was he using? AMELIA: Uncle Joe always had a Chrysler. ANNA: We were young, and we thought that was special. AMELIA: And he always got a Chrysler because I think he had stock in the Chrysler. RACHEL: Could be. LINDA: When he came down to Connecticut to pick you up, how many of you were there? AMELIA: Well, my brother Joe was always working to support us. There was Christine, Connie and I, Tommy and Donald, and Mama. ANNA: Anne.9 AMELIA: Oh, and Anne too. Yeah, we used to come summers for a couple of weeks or so and then go see an aunt. The youngest of the Scaranos was Aunt Rosella. Do you remember her, Anna? ANNA: I do. AMELIA: She played the piano. RACHEL: She was the most Americanized than the rest of them. She played the piano… AMELIA: Well, she was the youngest and had more schooling than the older ones. LINDA: And where are you in relation to your siblings? Are you -- you're in the middle, perhaps? AMELIA: There's Joseph, Christine, and then I. I'm about the middle, the third. There were seven in the family. Two boys are gone, and there are four sisters, three are in Phoenix. No, two are in Phoenix, and I'm with them, too. So there will be three in Phoenix and one sister is still in Naugatuck, Connecticut. And Donald, the youngest -- actually, his name was Dante. Papa called him Dante. But when they went to school they Americanized it to Donald. Donald is in Phoenix also. LINDA: How was it growing up in Connecticut? Did you see… maybe you didn't get to Fitchburg enough to notice any differences, but do you recall any differences? AMELIA: In what? LINDA: On just growing up in your area in Connecticut and then coming up to Fitchburg, which is probably booming at that time. AMELIA: In Fitchburg? LINDA: A lot of different people. AMELIA: No, we lived in this tenement house that we bought, and my father ran a grocery store and a bakery shop on the first floor. You know, I have a lot of pictures that -- did you say that you wanted them? I could send them to you. I don't have them with me. And there's a picture of the family is standing in front of the grocery store and going to school in a two-room schoolhouse on Groveside School and going to the Naugatuck High 10 School. Christine and I were very much interested in books and studying, and we spent a lot of time in the library. So the years in Naugatuck when we didn't come to Fitchburg were not very interesting. It was mostly studying and being with my brothers and sisters and my mother, because my father left -- well, he went back to Italy when Donald was a baby, and my brother, Joe, being the oldest went to work. So Papa left when I was in the 7th or 8th grade, and when I was a sophomore in high school we found out that he passed away. So he's buried in Italy, and I've gone to visit him many times when I went to Italy with my husband. LINDA: Did you live in a predominately Italian section? AMELIA: Yes. We lived on what they call Little Italy. And speaking about Italian section, for the past couple of years when I go back to Connecticut, to Naugatuck, we have a little reunion. We had it last year, and all the Italian Americans from that Little Italy section, we get together and I entertain them to dinner. We had a trio come and play for us. We've done that for several years, but because my two sisters didn't come with me this year I'm not going to do it. I'm spending more time in Fitchburg. LINDA: So tell me a little bit about growing up in your family with seven children, your father's a baker, then he leaves to go back to Italy… AMELIA: Well, the reason for going back to Italy was that he wanted to claim his share of the inheritance, but unfortunately it didn't work out that way because his brother, his oldest brother, Pasquale… Oh, hi Kathy. This is Rachel's daughter. LINDA: Hi, I'm Linda. KATHY: Hi, Linda. [Crosstalk - 00:24:04] RACHEL: So, what have you heard from the last half hour?11 KATHY: Well, you know about the Pentagon? And now they just said there was another plane crash outside of Pittsburgh about 30 miles. They don't know if it's related. Pittsburgh, a big aircraft went down. ANNA: Another building? KATHY: No. It crashed. RACHEL: That's too bad. KATHY: Are you crying? AMELIA: No. I have tear duct blockage, so I've got -- no, no. I'm fine. KATHY: Well, don't let me interfere. [Crosstalk – 00:24:38] LINDA: Are there any reports of who's responsible? KATHY: What's his name, Arafat there, he said he thought it was a horrible thing, and he would never ever have caused such a turmoil – but who knows if you can believe him? But that's what he said. A lot of people. I called [unintelligible – 00:25:19] because she had worked there at the Trade Center, but she and her husband are okay. They weren't there at the time. [Crosstalk – 00:25:27] KATHY: Hopefully all the planes are now secure. All right, ladies. RACHEL: Where are you going? KATHY: I'm going to the dentist now. I'm getting my teeth cleaned. I'll see you. Take care. Goodbye. Nice meeting you. AMELIA: So you asked me about what was it like growing up in a family of seven? LINDA: Yes. AMELIA: So where was I now? So my father went to Italy to claim his share of the inheritance. The family came from a business family, and they were well to do, and Papa was one of four. So he went back, and his brother, who was the oldest in the family, and he evidently didn't get along, so he didn't get anything. He just passed away in '31 when I was a sophomore and Christine was a senior in high school. We were a very close-knit family. We worked together and studied together, and as I said Christine and I 12 were very much interested in the library. We worked at the Naugatuck Public Library, and we got a scholarship that summer, both Chris and I. RACHEL: And she lived in Spain. AMELIA: Well, Christine studied Spanish. This is after I got married. LINDA: Which town was your family from in Italy? AMELIA: My mother was from Lacedonia. Her mother was born there, and of course Rachel's mother. Lacedonia [unintelligible – 00:27:45] Cavallino, Italy. And I've been to there. When I went with my husband after we married and lived there for two years, we were coming back to America and he said, "You've got to see where your mother was born." So we went to Lacedonia, and we met some relatives. I have pictures; that was back in Connecticut. And then we also went to visit my father's home place. My father came from [unintelligible – 00:28:13] in Italy, and we went to visit the family home. And at that time we met this aunt who I asked if I could visit my father's grave, and she had a niece of hers take me to the cemetery, and he was not buried in the family mausoleum. He was buried just as a commoner. She didn't want him there. So we visited… LINDA: What region is that in? AMELIA: Pardon? LINDA: The region. AMELIA: Well, it's all Campagna, it's all that region, it's Campagna, but it's [unintelligible – 00:28:55]. Mama's was Campagna also, but it was [unintelligible – 00:29:00]. It's a little inland from Naples, right. And you know, right at the foothills, going up to [unintelligible – 00:29:10], it's in the mountains, it's a little town by the name of Galluccio. It ends in an "o." Our name was Galluccio. When Papa came to Ellis Island in about 1902, the immigration authorities couldn't spell it, so they left the "o" out. So "Gallucci" means roosters, it's the plural. And "Galluccio" is the singular rooster.13 LINDA: That's interesting. AMELIA: And we have roosters all over the house. LINDA: Did your parents ever share with you their trip to Ellis Island? AMELIA: No. I don't remember, but I know my mother said that when they came to America with Grandpa and her sister Filomena, it was a rough crossing on the French ship Nuestri, N-U-E-S-T-R-I. Mama did tell me that. And she said it was a very rough crossing. LINDA: The courage… AMELIA: Oh yeah. I don't know what ship my father came on, but he must have come about the same time. LINDA: It's really simple now. There's a website, although it's impossible to log on. AMELIA: Oh, I know. My brother Donald had a hard time getting that information. Grandpa came on May 27, 1902. He did get that information. LINDA: So it sounds like you're a very educated family, or at least you and your sister. And musical, too. Who instilled those qualities? AMELIA: Pardon? LINDA: Who instilled those qualities? AMELIA: Well, when we came to visit Grandma in Fitchburg there was always music, you know. Uncle Joe played the violin, Bella played the piano, and the [Guiliamus] were all musicians in their family. The four girls all played an instrument. Did you know that? Yeah. Her sister Lena played the piano, Anna played the violin, Mary played the… LINDA: The saxophone. AMELIA: Saxophone. LINDA: And Helen, drums. AMELIA: Right. And Helen the drums. And then my father learned opera. We had an old mahogany victrola that you used to wind up, and we had all the records of Caruso and [Jean B.[ and [unintelligible - 00:31:45], so we grew up in a family that was always moving. [Crosstalk] So in fact, even now, they're still very much interested in music. The opera season starts 14 in Phoenix during the second week in October; that's one of the reasons I want to get back. LINDA: Yeah. Where do you go for opera? AMELIA: [Unintelligible - 00:32:19] LINDA: Yeah. They do have opera. I think the music season begins in mid-October. AMELIA: October, yes. Pavarotti is coming to Boston. Oh, I'd love to hear him. He came to Phoenix one season but we just couldn't get tickets. ANNA: [Unintelligible - 00:32:41]. It's a movie. AMELIA: Oh, that's right, yeah. LINDA: Well we'll have to make a copy of this if this is okay. ANNA: She's responsible. AMELIA: Oh yeah, I'm the family historian. I think that was my graduation. ANNA: I hardly recognize her. AMELIA: No, that was Peter's wedding. There's Aunt Rosella. My mother was the oldest. Aunt Clair was the next, then Aunt Fil was third, and Uncle Joe, and Aunt Rosella was the baby. Yes. Filomena, that's Rachel's mother. My mother and Aunt Fil came with Grandpa. Unfortunately, I don't have any pictures of Grandpa. ANNA: That's Joe the violinist. AMELIA: Yeah, Uncle Joe. ANNA: I know. Clair and Rosella. LINDA: So how do you feel about Andrea Bocelli? Is he too much of a pop, more than opera? AMEILA: Well, I listened to him, and he hasn't come to Phoenix, but I still like Pavarotti, old days, more polished singing. Yes. LINDA: I went to see Andrea Bocelli when he was in Connecticut probably two years ago. AMELIA: He was in Connecticut? LINDA: It was at the Hartford Civic Center, and people were actually crying, waving Italian flags. It was quite an experience.15 AMELIA: I've seen him on television when they had that program, what was it? New York? LINDA: Radio City? AMELIA: Mm-hmm. LINDA: So mostly, I usually talk to interviewees about Fitchburg, but maybe what we should do -- actually, why don't we stay with Fitchburg a little bit since you attended school here, and you graduated in 1938? AMELIA: Yes. LINDA: So that means you began in '34? Was it a four-year program? AMELIA: It was a four-year program. I graduated from high school in '34. I got a scholarship for $150—that was money in those days—so I came to Fitchburg. LINDA: What was the tuition? Do you remember how much it was? AMELIA: Oh, I don't think tuition was -- well, being an out-of-stater was the reason why I had to pay more, and I think that the tuition was about $150 to $200. What I -- the scholarship I got in Naugatuck took care of that. But then the second year, being a resident of Fitchburg, I don't think there was much of a fee. LINDA: And was there any question of you attending college, or did you always assume that you would go on? AMELIA: Oh yeah, I always assumed that I would go on to college, and of course my sister, Christine, was very much interested going to school, but she and my brother had to work to support a family of seven and my mother, so because I had gotten a scholarship and Christine was working and Peter Paul at the time, right after high school, but she wanted to go to college so bad. So after I married, my husband said to me, "We've got to help your sister to go to school." So Christine after working for 26 years at Peter Paul went to college. She graduated from the University of Connecticut with a bachelor's, and she went on to study Spanish—she majored in Spanish—and she studied in Madrid and Mexico City. LINDA: What a nice story.16 AMELIA: And she's a retired teacher now. She doesn't teach now. Yeah. LINDA: So there were two of you from your family… AMELIA: Yeah, Christine and I, and my youngest sister Anna, she was interested in commercial, and she went into bookkeeping and that sort of thing. She went to a business school for a couple of years. And Donald too, the baby in the family -- oh dear, Rachel's going to take it out of me -- Christine, Connie, and I, we took that in Las Vegas. Yeah. ANNA: That's a nice picture. AMELIA: We're so close to Las Vegas; we go there a couple of times a year. Yeah. LINDA: So now getting back to Fitchburg, you came in 1934. AMELIA: Right. Four years. LINDA: Did you consider going to college anywhere else, or did you consider only Fitchburg? AMELIA: No, I considered -- maybe it's because we had relatives there. You know, my grandmother was still there and mama said, "It would be nice if we could come and visit you," and so on. ANNA: Was that a normal school then? AMELIA: Well no, it was the Fitchburg Teacher's College. It was known as a teacher's college. It trains teachers and industrial arts teachers. LINDA: That's right. AMELIA: But now they teach everything, don't they? Amazing. LINDA: And who did you live with? AMELIA: I lived with my Uncle Joe and grandmother at 82 Blossom Street. LINDA: Did you and Anna and Rachel go to visit? AMELIA: Oh yeah. Always together. LINDA: What kinds of things did you do together for fun activities? AMELIA: Oh, we used to go to Whalen. We used to go to Whalen Park, we went swimming. We used to go on picnics and family gatherings. Anna's mother was a great cook. LINDA: All of you were unmarried at this time?17 AMELIA: Yes. We were all single. I married late in life. I think it was 37 when I got married. ANNA: I still remember that time. AMELIA: Yeah, you were still in high school, Anna. And we attended concerts. Uncle played with the -- what was it? ANNA: The symphony. AMELIA: No, that was in Boston. He played with a band here in Fitchburg. What was it called? ANNA: It was a marching band, Fitchburg Community Band. They had Sunday afternoons at Caldwell Park. AMELIA: Yeah, Caldwell Park. Right. So we used to go to that. LINDA: Tell me more about that, about the concerts at the park. Was there a bandstand? ANNA: Gazebo, right? On Mirror Lake. LINDA: It's still there? I played there too. AMELIA: Do they still have concerts there now? ANNA: Mm-hmm. Sunday afternoon. AMELIA: Tell me what it was like going. For example, did you dress in your Sunday's finest to go? AMELIA: Oh yeah, we always did dress on Sunday. ANNA: We didn't wear jeans and sneakers unless you were in your own backyard. And if you had to go downtown, you had to change your clothes. AMELIA: Right. And girls always had to wear stockings. ANNA: And skirts or dresses. On Sunday you'd have your hat and gloves and bag. AMELIA: Oh yeah, and attend church first, right? LINDA: And when you would go downtown and it wasn't Sunday, would you wear a hat and gloves, or was that primarily… AMELIA: I think that was mostly for church on Sundays. ANNA: But you always dressed to go downtown. AMELIA: Oh yeah.18 ANNA: I think they had more pride in their appearance than they do today. I used to pick up my mother as well, and she always had the hat and the gloves, and they had to match. Every Easter you had to go out and buy a new hat. LINDA: Would you go downtown by yourselves, or would you travel with girls? ANNA: We would walk most of the time. A mile and a half was nothing, right? There were no cars. You'd walk downtown, and I think the main activity was going to a movie once a week. I liked going to the movies. And then you'd stop and have an ice cream on the way home. AMELIA: Uh-huh, and wasn't there a movie at Blossom Street theater where Uncle used to play? The Cummings Theater. That's right. And they always had music there, and it was live music. ANNA: Right. Because Uncle Joe played the violin there. AMELIA: Oh, but Blossom Street has changed so. ANNA: Oh, it's terrible. LINDA: What was it like then? Your memories? AMELIA: They were nice-looking buildings, there were some -- what was that building where your mother worked with Mr. [Burren]? That brick building. ANNA: [Chimmers]. AMELIA: And then there was an apartment there next to that, and Dr. Ames, who lived right next to Uncle Joe, that was a nice building. And across the street from Uncle Joe's building was the -- what was that funeral home? ANNA: No, that was the Knight of Columbus home. AMELIA: Oh, the Knights of Columbus home was next to that. So they were good-looking buildings, and they have taken me up there last year and this year, and I just don't… ANNA: Oh I know. It's sad. LINDA: What happened? AMELIA: I think a lot of Puerto Ricans have come in, haven't they? And a lot of blacks have moved in. And for some reason or another, the buildings are not kept up. You should see what they did to Uncle Joe's building. Now,19 Uncle Joe's—the house that he lived in—was a beautiful classical building. The man who built it was a contractor. I can't think of his name. He was a contractor and had beautiful columns on the porch, and whoever lives there now boarded it all up. It's not the same Blossom Street. ANNA: They were mansions, I think, on the street at that time. Beautiful mansions. Big homes and huge homes. And there are other things now. AMELIA: Right. Although, the upper part of Blossom Street is not as bad. It's still very -- it's still a nice neighborhood. And that's where Mike lived didn't he? Mike, your son? ANNA: Yeah. I think it's still nice. AMELIA: And I used to walk from Blossom Street along Pearl Street all the way to teacher's college every morning. ANNA: We did a lot more walking in those days than we do today. AMELIA: Ann, didn't you walk down from where you lived to go for your violin lesson with your violin in your hand? ANNA: Yeah. AMELIA: And your mother always walked to church, every morning. LINDA: I imagine that you're talking pretty much great distances? Like a mile and a half. AMELIA: Oh, I would say a good mile and a half, two miles, yes. ANNA: And I walked that to high school. A couple of miles. LINDA: You must have felt very safe. AMELIA: Yes. There are a lot more cars now than we had, too. ANNA: Especially in Coggshall Park. Nowadays they warn you not to walk alone. Walk as a pair. AMELIA: Right. And it was even safe at night walking. You can't do that today. LINDA: We can't have any movement on the table. I'm just afraid that we're not going to -- I feel bad telling you, but I don't want the tape to be… [Crosstalk - 00:44:50]20 ANNA: They would freeze it in the wintertime, and we used to walk up there for skating, ice skating. We'd come home at 9:00. There were no lights on, you know. But we had no fear. LINDA: When would you say things start to change? ANNA: After the '40s, I think. LINDA: After the '40s? ANNA: After the '50s? AMELIA: I know sometimes in Connecticut, when I used to go to meetings in Waterbury and I wasn't driving, I would take the bus home at night, even as late as 11:00, and walk up the hill to Culver Street where we lived then, and it was still safe. I would say, yeah, maybe I would say starting with the fifties, it wasn't safe, you know, to walk, to be alone. LINDA: So what happened though? Did people lose a sense of pride? ANNA: I think so. In the city we have the hippies and the campus unrest in the '60s. LINDA: But did anything like that happen specifically in Fitchburg? ANNA: Well, you read of accidents and crimes, and they would happen in the areas like Coggshall Park, for instance, and there were crimes up there. And then, you would, be wise not to go, and you wouldn't walk alone. And now, I don't think you'd even go up there in the daytime by yourself, never mind at night. LINDA: Well, I'm wondering is it a gradual feeling to see your city decay a little bit? I'm not from Worcester, but I've lived in Worcester since 1978, and that was certainly after the heyday and the booming industry, and things started, I suppose, or had already gone downhill. Now there's a real rebirth, but I was wondering, how do you feel living in a city you're so proud of and that your parents came to make a better life, and they worked so hard to make your life better, and they worked very hard to own their own home and they probably took very good care of it and had a garden in the back, whatever. And how do you feel, just being part of that generation that saw both ways of life: the working hard, striving hard, 21 having to work for every penny, to perhaps new ethnic groups coming in and being given money and not working? ANN: That's right. That's happening. AMELIA: I know when our parents came, a lot of them went to South America because they weren't allowed -- the immigration laws today are a lot more lax, I think. They allow everyone to come in, but at the time that our parents came to the United States, the laws were a lot stricter. A lot of them went to South America. Now, Grandpa's brother emigrated to South America, Argentina. He couldn't come here to the States, couldn't come to America. A lot of them went to Argentina and Australia, too. LINDA: Did your dad have to come -- so he must have tried to come later. AMELIA: Yeah, a little later. That's when the immigration laws, I think they were a little strict. But today they're allowing all types of people to come in. I don't know why, and… ANNA: There's a lot more crime. Either that or we're hearing about it. AMELIA: Well, I think when we were brought up we didn't have television. If we had radio, we were lucky to have a radio, and we were taught to knit, and to crochet, and to sew. Children are not taught that today. Our parents were at home. When we came home from school our parents were home, and they taught us all these crafts. Today, parents are working, they're not at home, they have television. I think we have a lot more outside influences that affect our way of living. And with the drug trade, too -- we didn't have that when we were growing up. I think that's why we had such change. LINDA: When you were growing up and you came home from school, your mother was there cleaning, cooking, washing. AMELIA: That's right. Washing clothes or getting ready for -- uh-huh. LINDA: And you were probably expected to help? AMELIA: Well, Mama would say to me, "You do your homework, and afterwards you can help me." And she taught me how to sew. I used to make all my clothes through high school. Of course I don't have time now, but yeah, 22 young people were taught crafts. They were taught to knit and sew and crochet. Kids don't know how to do that today. LINDA: What about values? ANNA: We were taught to say "Thank you," [unintelligible - 00:50:23]. AMELIA: Yeah, that, too, has changed, and I think it's all because of the fact that mothers are not at home to teach their children, and there are a lot more outside influences that affect children, and they don't have mannerisms. I don't know why but… ANNA: Well it all comes from the family background. AMELIA: Yeah, well that's true. ANNA: It's a changing world. LINDA: As I sit here and record, I'm interested in my own family history too, and that's really how I got involved in this project: because my great-grandmother and my great-grandfather came from Italy. AMELIA: Really? What part? LINDA: Calabria. AMELIA: Calabria, yes. LINDA: Sometimes I wish—and I know a lot of people from my generation—almost wish we could go back to a more simple time. And a lot o f times what I hear is that we have too many choices today, and that confuses people. Do you feel that you had choices growing up? AMELIA: Yes. I think they were restricted. There were certain things that we had to do, and after we completed those, then there were choices. ANNA: A handful. AMELIA: Well, I didn't have to be told to do my homework but if I hadn't done my homework and if I hadn't helped my mother with some of the cooking, then I was rewarded on Sunday. We were given five cents, and we could do whatever we want. And she would take us shopping and buy us a new pair of shoes or something that we don't usually have at home. But today I think the children have too much. At the age of 16 they're taught -- they're given a car. At the age of 16.23 LINDA: Now, if someone from your generation ever had a car at 16, would they have to work for it? ANNA: I don't think that would happen. If you had your license you may borrow. If you had to do an errand, borrow your parents'. For your own benefit? I don't think that would happen. AMELIA: I think that children are given too much today by their parents. Look at the parking lot, the high school parking lot. The cars that are there, I think that creates a lot of trouble. I think the parents are partly to blame for the shenanigans of the young people. They're not fit for them; they haven't taught them the value of… ANNA: Even bus transportation, you know, they were all bussed to school, then they join the gym for exercise. AMELIA: Right. LINDA: I never thought of that. ANNA: They could walk, save a lot of money. AMELIA: Of course, they use the excuse that there's a lot more traffic, which is true, and there is a lot more traffic and more dangers, that's true. ANNA: We have a lot of traffic here. Worse, isn't it? LINDA: But as I talk to second-generation Italian Americans and, again, just going back one generation, everyone had to work hard, and all of you seem very happy and stable and have good values. Are those being promoted in your own families? ANNA: In my family, I think I passed it on to my children. They're all good. And I think they are passing it on to their children. But they're still young, and you wonder, as they grow up are they going to get into other things. You don't know. There's a lot of outside influences now. AMELIA: That's right. Going to school and intermingling with other children, other children that haven't had the upbringing and are taught the values that you have taught yours, and they're influenced by them, you know. LINDA: How much of that is an Italian-American experience? ANNA: I think it is a Italian-American experience.24 AMELIA: Oh, definitely. I think there is that among the Italian-American families. ANNA: There's that spiritual and moral life. AMELIA: And helping within the family. ANNA: They're helping their family by helping other families too. AMELIA: As well, yeah. ANNA: You see that need and you try to alleviate the problem if you can, lessen the problem. AMELIA: And the fact that they're Catholic religion helps, you know, from the start, and you can bring it on to your children. ANNA: Loads of people don't go to church like they used to. AMELIA: That's true. ANNA: I think that should help a lot. Truthfully. LINDA: Speaking of church, did all of you -- perhaps not you, but you probably attended St. Anthony's? AMELIA: Oh yeah, my mother was married there. Rachel's mother, your mother. St. Anthony's of Padua, is that the St. Anthony's… ANNA: St. Anthony of Padua. I was there until I married, and then I moved to Leominster. LINDA: So you think that that was a great influence on people? ANNA: Definitely. AMELIA: Oh yeah. I think it's up to the parents to instill that in their children, and I think among the Italian Americans it's far greater than maybe in any other group. Don't you think, Anna? ANNA: I do, yes. It probably came from the old country too. And if you go to Catholic school, that all helps. LINDA: Now, did both of you go to Catholic school? AMELIA: No. There wasn't any. No. ANNA: The only reason I was able to go to St. Bernard's for eight years was because Uncle gave them lessons. AMELIA: Oh, at St. Bernard's school? ANNA: You don't remember that?25 AMELIA: No. ANNA: I think that helped them to get that in. AMELIA: Grammar school? ANNA: Grammar school. Eight years. LINDA: They didn't allow Italians, or there wasn't enough room for Italians? Which was it? ANNA: I think it was mostly their own parishioners, right? The children of their own parishioners that would attend the St. Bernard's school. And it wasn't until the mid '60s that the other parishes built their own schools. AMELIA: But did you have to pay anything to attend? Oh you did. There was a minimum. Uh-huh. I know that the Catholic school that we have in Naugatuck, they have a lot of the children from not necessarily the Irish or the Italian, but a lot of the Protestants are going there too. They feel that they're doing a better job teaching than they are in the public schools. ANNA: I think it is that way now. I think there are Protestants of other nationalities who go to, for instance, St. Anna's school, which is a mostly Italian parish. But I'd say half of the students at the school are of other nationalities. AMELIA: Yeah, and the tuition is very high too. ANNA: Yes. It's not affordable for many, many people. AMELIA: I know my sister Christine, she made a donation to the appropriate school in Naugatuck, and she gets thank-you notes from parents saying "Thank you, we appreciate the scholarship that you gave to our child so he could attend a Catholic school." LINDA: So tell me: what it was like going to St. Anthony's? ANNA: Church. AMELIA: I don't recall, because I was a little girl when we left Fitchburg, but we went to Naugatuck. And as Anna said before, we would dress up in our finest, you know, and attend mass. And then after that go home and have a nice big Italian dinner with the family. ANNA: The whole family would go to church together.26 AMELIA: Father and mother and children, yeah. LINDA: And when would you go to confession? AMELIA: The day before, Saturday. ANNA: About two in the afternoon, you'd be called in. "Clean up, get ready for confession. Dress. Go to church." Confession, I haven't gone in years. AMELIA: And we always dressed up. Isn't it a shame to see children in shorts going to church? ANNA: The parents sometimes are worse than the kids. LINDA: If you weren't going to a parochial school and you were Catholic, where did your Catholic education come from? AMELIA: They had classes. ANNA: They did? AMELIA: Yeah. ANNA: The parish had nuns, and Saturday would be catechism. Saturday morning. And in fact, a lot of -- we spoke of knitting and crocheting and embroidery. They would have classes taught by the nuns. AMELIA: The nuns would teach, yeah. ANNA: And your summer was not spent out on the street. You'd go to a school where you would learn to embroider and crochet and knit. Cutwork, beautiful cutwork. Nuns would teach. And this is how summers would go. LINDA: Every day? Every day of the summer? ANNA: Every day. You'd have either the morning session or the afternoon. Or both. If your parents -- especially if the mother was working, the nuns would take over. LINDA: When you were kids or even when you came to college here in Fitchburg, did you ever go to any of the social clubs with Anna or Rachel, or…? ANNA: Marconi Club. AMELIA: Oh, that's right. Was that in Fitchburg? ANNA: Yes. AMELIA: I don't remember.27 ANNA: They still have it, but you weren't [unintelligible - 01:02:36]. AMELIA: Your father was really [unintelligible - 01:01:44]. Oh yes. ANNA: He built that club. AMELIA: Oh really? ANNA: He built the building, and all the Italians that came from that region would meet with him. AMELIA: Do they still have…? ANNA: The still have it. AMELIA: They still have it. Isn't that nice? LINDA: Did you belong to any social clubs in Connecticut? ANNA: There weren't that many there. AMELIA: Yeah, they did have a social club. I remember going to high school with my sister Christine and some of the other Italian girls living down with [Litley], that's where we lived, we would get together every Saturday night, and we would knit or sew or crochet or do something. ANNA: Parishes had social clubs. We had the Children of Mary that all the young girls that were not married would belong to that, and they would meet maybe once a week, and they would have breakfasts, trips; they would organize trips. Then they had the Lady of Mount Carmel for the married women, and they would have the Sacred Heart of Jesus for the men, the young boys. And they would organize trips, and there would be a bus going up to Caldwell Park -- not a bus, they would walk there -- but there would be a bus maybe going to some other distant park where they would take a picnic lunch. I remember going up to Simon Park… AMELIA: Oh, the family. ANNA: Yes. We would cook the dinner at home and bring it up there and eat with all the friends at Simon Park, right? That was… AMELIA: Still around? ANNA: Yes. So I think that was the social life. It was all within the parish or the Italian-American community. LINDA: Amelia, when did you get your interest in art?28 AMELIA: Interest in art? Well, that started in high school. I was very much interested in art. Our high school, Naugatuck High School, had a lot of Roman statues throughout the corridors, and they took -- it was through the library that we took courses, my sister Christine and I. We would go there and they would have different people in the community talk about art during the time of the Romans, during the time of the Middle Ages and so on. LINDA: So when you came to Fitchburg was the art museum established? AMELIA: No. I wasn't down; I don't know if it was established at the time. I had become interested in the art museum just recently after Fitchburg State College, last year when I told Mr. Peter Chin, who is the Director of the Fitchburg Art Museum, that I was very much interested in Western civilization, and that's when we became involved In Fitchburg State College working with the museum. LINDA: Do you ever wonder how your life would have been different if you perhaps fell in love and married someone from Fitchburg? AMELIA: Not necessarily, no. I think that the man that I married was a businessman and very much interested in Italian culture. Even though my father and mother instilled in me the love of Italy and the love of Italian culture, I still feel that he got me more interested. We've traveled to Italy and saw a lot of art, architecture, and learned more about our background. LINDA: How did you meet him? AMELIA: Oh -- did you ask me that question the other day? Someone asked me, "How did you meet your husband?" LINDA: Maybe I did. AMELIA: Well, I was studying here at -- it was during the time I got my master's at BU, and Uncle Joe played with the Boston Symphony in Boston. And they were having a concert, and -- oh no, I was teaching in Naugatuck -- and they were having a concert in Boston, so I took a train from New Haven to Boston. I was supposed to meet my uncle. And on the train, I went into the dining car, and there was a gentleman sitting across, and he 29 looked over and he said to me, "May I join you?" I said yes, so we had dinner together, and it was my husband whom I had met. ANNA: She was getting the idea. AMELIA: Yeah, so we started correspondence, and that went 'til he came to see to visit my mother and the family and so on. And the summer of '52 we got married. 1952. That's a long time ago, isn't it? LINDA: Did he live in Boston? AMELIA: No, he had a -- his place of business was in Brooklyn. He was originally from New York, and he had a vending repair shop and did very well. And he was going to Italy in '92, and he said to me, "Why don't we go together?" LINDA: In '52? AMELIA: Yeah, in 1952. So that's when I got married. And we married and then we went to Italy on honeymoon on the Conta Bianca Ma, on the ship that my father sailed on, never returned. And we stopped in North Africa, in Casablanca and all those beautiful places, Algiers, and -- with the ship, you know, Conta Bianca Ma, it took about 12 days and many of the passengers aboard that ship were World War II veterans. So we had a lot to talk about because my kid brother, Tommy was… ANNA: In the service. AMELIA: In the service, right. And then we got into Sicily and then went to Naples and disembarked and traveled all over Italy. We lived in the Busi area for two years, and in '54 we returned to America, and then that's when I went to see, visit my mother's home place. My husband said, "You can't leave Italy without seeing your mother and father's birthplace!" and that's… LINDA: So had he sold his business in Brooklyn and went to… AMELIA: Yeah, he sold his place in Brooklyn and wanted to get married, and he always wanted an Italian-American girl, so that was it. LINDA: Was he older than you? AMELIA: Yes. He was about nine years older than I. He died in 19 -- very bright man. He had a lot of money. He went to Phoenix and invested in 30 property, but we came back every summer because it was hot in Phoenix, temperature of 107, 108, 110, and we used to come back to Connecticut and then we went to Italy. I've been on all the liners: the Sistulia, the Independent, the Lucania, the Julius Caesar. LINDA: So did you enjoy taking a liner instead of -- do you still do that? AMELIA: No, we fly. The only liner, really, is the Queen Elizabeth, and then you go to London. I took that in '92. My sister, Connie, on the Queen Elizabeth about five days, and then we flew back on the Concorde. Nice experience. LINDA: What was that like? AMELIA: Oh, in 3 hours, 19 minutes, we were at Kennedy from London. LINDA: Do you feel differently when you're on that plane? AMELIA: It was wonderful. There was absolutely no turbulence, and my sister Connie is definitely afraid of flying. And even on the Concorde she said, "Are we all right? Are we all right?" Lovely, smooth flight. LINDA: What was it like taking off? AMELIA: You hardly know you take off, and we did not aboard the Concorde from the outside. They have a beautiful reception room where you go in from the airport. Let's see, what was it? What was the airport? ANNA: Kennedy? AMELIA: No, in London. Heathrow. Right. And you approach it from the inside, a beautiful dining room where they had all kinds of food, breakfast and all kinds of drinks, champagne in "orange," as it's called, boxes, which is mimosa, it's a mimosa. And all kinds of things. So actually, we boarded the Concorde from the inside. I wanted to get on from the outside so you could see her, you know. A wonderful experience. LINDA: But do you feel yourself really reaching great heights? AMELIA: No, you don't. You don't feel a thing. In about five minutes, we had climbed 26,000 miles. LINDA: Incredible.31 AMELIA: I have all those pictures in an album with all the notations. Yep, it's such a voluminous thing that I didn't want to take with me. But that was lovely. I'd like to do it again. LINDA: Well on July 17th, I was leaving London and there were cameras everywhere and I thought "Oh no," and we pulled into the airport and I thought there was a plane crash but it was the first Concorde taking off after that crash, I think from Paris. AMELIA: Yeah, Paris. Right. LINDA: They're rebuilding. AMELIA: Oh, they're rebuilding it? Have you been on a Concorde? LINDA: No. AMELIA: Oh, I see. Quite an experience. I think we reached the height of 58,000 feet. LINDA: Incredible. AMELIA: Wonderful. You don't feel yourself descending at all. And the food they serve, everyone has an individual table, there's all kind of linens and sterling silver. There are only 96 passengers. We tried -- Christine was supposed to come with us. She said, "No, I don't want to come." But she said she'd like to go on the Concorde. ANNA: Sounds like Connie. AMELIA: Yeah, I think British Airways -- what is it? About nine hours to cross? I think it's a long flight. LINDA: Well, it's longer coming back because of the wind. Actually, I think it's a little bit less now, maybe seven. So did you ever feel different being Italian? AMELIA: No, I don't. I'm very proud to be an Italian. LINDA: Yeah, I know. But ever growing up, did you ever feel discriminated? AMELIA: No, because at home my father always talked about Italians and what they've contributed, you know. And he was an educated man. In fact, did you know that my father was supposed to be a priest? LINDA: No, I didn't know that.32 AMELIA: Yeah. He attended -- what do they call it? Gymnasio was their high school. Was that right? LINDA: Gym -- AMELIA: Gymnasio. Is that the word for gymnasio? Papa attended the… yes, Papa attended the gymnasio, which was the high school, and then he attended Luceo, which is the junior college. ANNA: This is where? AMELIA: In Italy, in [Salunca]. Most families that had visited, they were bakers and they had a nice -- most families sent one child to study to be a priest, and my father was chosen. He was there two years and he didn't like it. What he saw, he didn't like. So he got on his horse and ran away, and the horse was riding along, went galloping up along a body of water. And he was so afraid that the horse was going to go into the water, so my father threw himself off and he had a great big gash here. Yeah. I remember him telling me that. Now there was always -- my father always told us about things of Italy, you know. Things Italy had done and the records that we played so that there was always culture at home. I was always proud to be an Italian. LINDA: So you're hoping that Alba Program, is that what you… AMELIA: Yes. LINDA: What does Alba mean? AMELIA: Alba means dawn, and since these young people are young, they're just beginning, the beginning of the day, Alba. And I gave it that name, and we've been doing that for five years in Waterbury. And I have an appointment at the University of Connecticut, where my sister graduated, and I have three nieces, all graduated from the University of Connecticut, majored in Italian. They have their doctorate in Italian. So I want to set up a center for the study of Italian culture there. I'm meeting with them on Monday of next week. LINDA: At the University of Connecticut? AMELIA: Yes. UConn, we call it. 33 LINDA: They have the Oral History Project. Like, at the Dodd Center I think they call it. AMELIA: I don't know. I'm meeting one of my nieces who teaches at UConn. She teaches Renaissance art, and she's going to take me there. Do you know any of the professors there? John Davis, I have an appointment with him. LINDA: So what was the turning point for you to start donating? AMELIA: To what? LINDA: Start donating money and trying to establish… AMELIA: My husband was always interested in doing something for -- in the school system, and it was he that said I should contact the Italian-American community in Waterbury when they advertised they wanted money for the Italian classes. Remember I told you? So shortly after he died, I decided to do that, and he was a very smart man at buying property, and I have sold property that has run into the millions, and I want to donate it to the school. So that's why I'm donating to the Center for Italian Culture, to Fitchburg State, to Post College in Waterbury, and to UConn. And also, the Society for the Promotion of Roman Studies in London, I am a lifetime member there, and my husband was always interested in that. LINDA: How did that come about? AMELIA: I just love Western civilization. Done a lot of reading, and then there are -- the Romans occupied London for almost -- let's see, about 500 years, and they are very proud of what the Romans had given to London. In fact, Queen Elizabeth, when she visited Italy and she attended one of the sessions of Parliament, she got up and said, "I want to thank you people for bringing civilization to London." So we are members for the Society of Promotion of Roman Studies, and they will be a contributor upon my death. I mention them in my will. It was he, really, my husband that started all this interest in Western civilization. LINDA: Truly admirable. /AT/pa/rjh/es

Edward C. Boyle ; The Weber and Davis County Communities Oral History Collection include interviews of citizens from several different walks of life. These interviews were conducted by Stewart Library personnel, WeberState University faculty and students, and other members of the community. The histories cover various topics and chronicle the personal everyday life experiences and other recollections regarding the history of the Weber and Davis County areas. ; 68p.; 29cm.; 2 bound transcripts; 4 file folders. 1 video disc: digital; 4 3/4 in. ; Oral History Program Edward C. Boyle Interviewed by Rebecca Ory Hernandez 9 November 2011 18 November 2011 Oral History Program Weber State University Stewart Library Ogden, Utah Edward C. Boyle Interviewed by Rebecca Ory Hernandez 9 November 2011 18 November 2011 Copyright © 2012 by Weber State University, Stewart Library Mission Statement The Oral History Program of the Stewart Library was created to preserve the institutional history of Weber State University and the Davis, Ogden and Weber County communities. By conducting carefully researched, recorded, and transcribed interviews, the Oral History Program creates archival oral histories intended for the widest possible use. Interviews are conducted with the goal of eliciting from each participant a full and accurate account of events. The interviews are transcribed, edited for accuracy and clarity, and reviewed by the interviewees (as available), who are encouraged to augment or correct their spoken words. The reviewed and corrected transcripts are indexed, printed, and bound with photographs and illustrative materials as available. Archival copies are placed in the University Archives. The Stewart Library also houses the original recording so researchers can gain a sense of the interviewee's voice and intonations. Project Description The Weber and Davis County Communities Oral History Collection includes interviews of citizens from several different walks of life. These interviews were conducted by Stewart Library personnel, Weber State University faculty and students, and other members of the community. The histories date back to the early settlement of North Ogden, and cover various topics including the History of Fort Buenaventura, city government affairs, controversial issues, Latinos in Ogden, personal everyday life experiences and other recollections regarding the history of the Weber and Davis County areas. ____________________________________ Oral history is a method of collecting historical information through recorded interviews between a narrator with firsthand knowledge of historically significant events and a well-informed interviewer, with the goal of preserving substantive additions to the historical record. Because it is primary material, oral history is not intended to present the final, verified, or complete narrative of events. It is a spoken account. It reflects personal opinion offered by the interviewee in response to questioning, and as such it is partisan, deeply involved, and irreplaceable. ____________________________________ Rights Management University Archives All literary rights in the manuscript, including the right to publish, are reserved to the Stewart Library of Weber State University. No part of the manuscript may be published without the written permission of the University Librarian. Requests for permission to publish should be addressed to the Administration Office, Stewart Library, Weber State University, Ogden, Utah, 84408. The request should include identification of the specific item and identification of the user. It is recommended that this oral history be cited as follows: Edward C. Boyle, an oral history by Rebecca Ory Hernandez, 9 November 2011 and 18 November 2011, WSU Stewart Library Oral History Program, University Archives, Stewart Library, Weber State University, Ogden, UT. iii Edward Boyle Roswell, New Mexico 1943 Edward Boyle New York, 1984 1 Abstract: The following is an oral history interview with Edward C. (Ted) Boyle (b. 1922). The interview was conducted by Rebecca Ory Hernandez, on November 9, 2011. In this interview Ted speaks of his early life growing up and attending school in Ogden, Utah and later attending Weber State University. The interview also highlights his life after graduating from Weber State University and going on to graduate school at the Thunderbird School of Management. Ted also talks about his career in international banking with Citibank, traveling the world and working as a bank executive. Ted is retired and now lives in St. George, Utah with his wife Hazel. ROH: I'm going to state the date and where we are. Today is November 8, 2011. We're in the home of Ted and Hazel Boyle in St. George, Utah. We are here conducting an oral history. I'll just start by asking you to repeat your name and where and when you were born. EB: My name is Edward Conrad Boyle, commonly known as Ted Boyle. I was born in Ogden, Utah, August the tenth, 1922 in the Thomas D. Dee Hospital in Ogden, Utah. I picked up the nickname of Ted Boyle when I was a youngster which came from my Uncle Albert. He used to call me Theodore Roosevelt and Ted stuck with me all my life. I was socially known as Ted Boyle. ROH: You were born in Ogden. Where did you grow up? EB: I grew up in Ogden, Utah on the east side of Ogden, which at that time was at the outskirts of the city. It was at 1470 26th Street which was between Taylor and Polk Avenue and was an area which was basically low income people on the 2 north side of the street and people of means on the south side of the street. Our house was very small by today's standards—two bedrooms, one bathroom, a small kitchen, a dining room, a living room, and a small lot. My brother and sister and I and my mother and my father only had two bedrooms. So my brother and I slept in the unheated basement of our home in unfinished bedrooms with my mother's washing machine between us. My sister had one bedroom and my father and mother had the other bedroom. It had no garage in as much as my father never owned a car. He was one of the very few in Ogden who didn't have a car. My original concept of this house was that it was purely acceptable for us during those trying times which would be the Depression era of 1920s and 1930s. We got along as we could and stayed out of each other's way. My father who was a furniture salesman with Boyle Furniture Company in Ogden would actually walk two miles through all kinds of weather to save a five cent bus fare. Without a car we all depended on friends to get around to social activities. My mother had to walk three to four blocks and bring back her groceries. I remember that very distinctly. At the tender age of six, seven, and eight years old, I was unaware of the differences in the economic status of people on the block. As I grew older I learned to understand that we were on the wrong side of the track as far as the economic aspect of it. It didn't really bother me that we grew up near the poverty line. My father was a good provider. My mother was a wonderful cook. We ate the staples, cornmeal and mush in the morning and things of that nature. We had an icebox, a small cubicle to eat in 3 and I got by. I learned to accept what we had. I had one pair of shoes and one suit. I learned early in my life that I was not conventional in the sense that I had no feel for solving mechanical problems. I couldn't do anything but maybe change a light bulb. That carried through my whole life as my wife knows very well. I was just not like that. I was not allowed to have a house pet. All my friends had dogs but my father adamantly said no dogs. So I grew up in the neighborhood by adopting dogs in the area. My earliest recollections of my schooling in elementary school were at Polk School, which was a block away from our house. It was a very modern school of that time. There were eight grades and it was very convenient. However, during the heavy winter storms that we had in Ogden in those days, we had snow days where I couldn't even get to school because the snow was piled up so high. ROH: How did you get school? EB: We would try and get through these snow drifts but we were basically snowed in. We used to build snow igloos in my front yard. In my early days at Polk School I was a very average student. I thought I had a knack for numbers but when it came to social studies, math, and others, I had trouble. The teachers at that time—our principal was named Florence Brown. If we got out of order then, at that time, we were called in the office and she took out a ruler and hit us on the butt. Today, you know what would happen. But we accepted that. Our parents accepted that if Johnny was out of order he would pay the price. My earliest contact with the female species was in the third grade when we had all the boys 4 sitting on one side of the room and the girls on the other with a phonograph record playing dance music. The teachers would pair us off and we'd go out and try to dance with each other. It was a very strange feeling. Among those girls was Rosanne Peery. She was in the same class I was. I had no skills of any sort. We had a shop organization where we went down in the basement of the school and made wooden things. By hook and crook I made a sewing cabinet for my mother and had it shellacked and it was a pride and joy for me. As I walked up to my house I stopped at the neighbors place and his Labrador retriever went over and did his thing on my sewing cabinet. I was devastated. It didn't matter when I took it home to my mother. She said, "Oh, that's fine." I think that really must have been the only thing I ever created. ROH: How old do you think you were? EB: I was probably about ten years old I guess. In the school I was not physically adept towards contact sports which bothered me enormously because we were always rough housing and I was afraid to get in the middle of it. So I became a finesser, trying to find a sport where I didn't have the contact. I developed a very fine arm. I used to throw stones and I developed a very strong pitching arm, so I became successful in softball and things like that. Going back on Polk School— my late brother (who was five years older) at one time, on the third floor, opened a window and got a hold of the ropes on the flag pole and swung out one hundred feet off the ground before hitting the ground. That was the beginning of my brother being an ultimate dare devil. He was afraid of nothing. My dad loved Sundays as it was his only day off. He was not a church man. He would go out 5 and tend his garden which included all kinds of fruit trees. Then in the afternoon he would go down on the bus to the Orpheum Theater and see a movie, then come back home with a bag of popcorn for the family. My mother of course was in church. I was encouraged at that time to go to church on Sunday. ROH: What church did your family go to? EB: It was the LDS church at 26th and Jackson. At that time it was a six block walk for my mother in all kinds of weather. Our bishop was David Romney. I had a group of friends while growing up and among them was Jennings Olson. Jennings was a person whose handicap was a club foot. We all tried to put that out of our minds when we were playing baseball and things. Jennings was always full of vim and vigor. One thing I remember about him was that he did not like carbonated drinks. He always had to have something non-carbonated. I remember that he read voraciously. His father was a very good medical doctor in Ogden. His mother was a dear but rather homespun. We formed cliques. We had what we called the 26th Street Gang which was the street we lived on. We had about six or seven of us that used to play football in the street and then we'd go skating over bumps and things like that. It became the center of activity. We all grew up to bond. Those people in my early ages were the people that stood with me through the ages and today are still my best friends. It was a phenomenon that we all had the same interests and it was a matter of getting along without any money. We created our own fun outside of the theaters. For instance, on Saturday I would go down to my dad's office at Boyle Furniture and I'd say, "Dad, I want to go to the movie." So he'd give me twenty five cents. That twenty five 6 cents covered my bus fare down and back from the Paramount Theater, a bag of popcorn and I would sit in the front row as close as I could get for these cowboy movies because it was thought at that time, the closer you were to the action, the better off. I'd get out of there and I'd be blurry eyed. I couldn't see for five minutes when I got out of the theater. One thing that I do remember very vividly was Christmas. In Ogden, in the thirties, there were several department stores including the Emporium and Lowe's where they had Christmas displays with electric trains and everything like that. I used to spend hours looking at these various things and hoping against hope that we would be able to get something of that note. Christmas night my brother, my sister and I would go to bed early hoping that Santa Claus would get down the chimney. We had a chimney. I never did understand how he was going to get down through there. My mother put out the cookies with milk and we'd go to bed early and get up at four o'clock in the morning to sneak up the stairs and look and see what Santa Claus had brought. Quite often it was a bowl of hard candy and an orange, a piece of clothing and an inexpensive game. We kept hoping for a train set but we made the best we could. We survived. I became aligned with my closest friends that I loved. About the church— my mother was a devout Mormon. She would have been in the bishopric if they had allowed women. My father was a non-believer, a great man but did not actively participate. I was obliged by my mother every Sunday to go to church with my friends. We diligently went in and passed the sacrament and obeyed what we thought were the laws of the church until such time when I think I was 7 about sixteen or seventeen. The bishop came down the aisle and got me by the arm and said, "Ted. I think it's time for you to go on a mission." That shocked me. I think I just said, not negatively, but that I was not really interested at that time. My truest friends—all of them followed the same line of reckoning, so I wondered at this time, what was it? Was it peer pressure? We all had the same idea at that time that we were not going on missions. It was etched in stone. After we graduated from Polk School, I went to Central High School down at 26th Street and Monroe. Believe it or not, those two years are negative. I have nothing really factual that I can remember of any note. In other words they passed by me without any real essence of any happenings at all except the music instructor there said, "Ted, you've got a wonderful voice. You should go out and use that voice." I remembered that. So off we went to High School at dear old Ogden High School on 28th and Harrison. We were the third class and that's when I really grew up. It was a new atmosphere. The ambiance, the people, the teachers, the location all struck me as being something super. I guess you could say I was a jokester all my life and I got by with my wits. In other words, I was always cracking jokes and breaking up people. I became very popular and joined the social clubs there. I knew quite a few people. But I do remember something, this was pre-war, they had ROTC. It was officer's training school. We were obliged to go out on the campus and parade around for an hour and then after that they selected officers from our group to lead. These were the power makers. This bothered me enormously. I was not selected. I was a private. All my friends were colonels, majors, captains, etc. I was obliged to walk through 8 the ranks as a private. I thought, "Well, this may be my life. Maybe I'm not going to make anything out of it." But I did make some very good connections there. I loved the people there. Our actual basketball team were the state champions. We were honored in Salt Lake. We had, what I think Tom Brokaw would call the finest generation. I would consider that our class of 1940 was exceptional as far as the quality of the people and what they did and the environment we were living in. ROH: Can I ask you a question real quick? Tell me the names of some of your friends at Ogden High. Who were your best friends? EB: Jack Luddington, who I'll talk about incessantly. Jack Dalton, Bill Hinds, Jennings Olson, Richard Stine, Parry Thomas. Here's something that you want to wire in. Parry Thomas and I were very close and Parry Thomas probably was the leader of the pack, as far as what happened to the graduates. Parry became president of a prestigious bank in Las Vegas. He became a very big factor in banking in Las Vegas. Bob Bishoff who was president of I think the Commercial Security Bank and Maurice Richards, a prominent attorney. It was a time when Ogden was at its apex as far as producing people of culture with the ability to move on. One thing I noted that in our parking lot there were probably five or six cars of people that owned cars. You go by today and there's hundreds of them out there which is an indication of time and change. I still, at that time, had no real love connections. I think a lot had depended upon that my family had no car so I depended a lot on double dating and taking girls out like that. I had a lot of very close female friends but nothing serious at 9 all. I would go to the prom by myself and my friends would put my name down and I'd dance with their female partners. ROH: Did you call that stag? We always call that stag when you went by yourself. EB: Yeah, I went stag. I enjoyed the dance with other people's partners. I was awe stricken by the campus. It was so beautiful in 1940. It was constructed for less than one million dollars and one of the advisors to building was Meryl McClanahan whose son was Richard, a classmate of mine. After we graduated many people went their different ways and I went home and I said, "Where do I go from here?" I knew we had very limited means. I had no money myself. My dad couldn't afford anything. So Dad scratched up enough money for tuition for Weber Junior College. Quite a few of the students there were on short hook as far as money. The money class went to Utah or BYU. We arrived down on the campus of Weber College and it was very, very small in relationship to what I had pictured. The student body and my class were something like 180 people. We were in a war by that time so that meant that there were very few people around. I thought while I was there that I still wanted to be a forest ranger because of my likes of being outside, hunting and fishing at the cost of the government, and so that was my theory. I wanted to graduate from Weber College and then go on to Utah State where they had a forestry school. I became involved with the Excelsior Club, which was the premier social club. I made lots of friends. I think my personality lent itself to making friends. I was like a loose cannon. I always felt like I had to make light of anything and I think that was a big hit down there. 10 I became very close to [Henry] Aldous Dixon who was president of the College. His son, John Dixon, became Director of the University of Utah Medical Center. I made new friends. I found at that time that Ogden had a history of being a Mormon town. In other words, if you were Catholic, you were on the wrong side of the track. I had wanted to date a girl who was a Catholic. My mother found out about it and she had a fit. She was very down to earth and strong in her beliefs of the LDS Church. ROH: Did you have any friends who were African American? EB: Here we go. In the student body there was one black. His name was Willy Thomas and he was a huge, black, muscular athlete from Kansas. He was an outstanding track man and basketball player. He ran the hundred meter dash. I became very close to him out on track. I ran the track there, the mile run. I would joke with him and he would sometimes take it as offensive and then he'd say, "After I thought about you Ted." I was chuckling to myself. I became very close to him. Another example was Wat Misaka who was of Japanese origin and an excellent basketball player. He has been honored nationally. I became very close to him. At that early stage in my life it became apparent that I had no racial problems. I had made my point there at Weber College and found that later on in life, that's what often led on to what I did and where I went. Anyway, I took fond memories from Weber College. I thought that the beauty of that college at that time was the smallest of the class, the informalities, the attention from the seniors as to coming in to classrooms and talking to you. You felt like it was a family operation, totally family. It was a wonderful thing. 11 Aldous Dixon lived on campus in a small house right there. Later on when I went in to the war—my family would tell him what I was doing over there and he would write to my family and say Ted was going to be okay. I also liked the small classes at Weber. We had a lot of help from a very professional teaching staff. As an aside, I purchased an expensive oil painting of Farrell Collett who was once the head of the art department at Weber College. ROH: Nice. EB: Anyway, I always imagined myself as being an athlete. I had a very strong arm and I could throw the football farther than anybody on the football team but I was so fragile that I knew that once I was hit I was down. So I never did participate in football or basketball. But I was on the tennis team at Weber College. By the way, while I was in high school I was city champion in several contests there and I would ride down on my bicycle to Liberty Park, and I would have one racket with maybe a string broken. In one case, a prominent citizen would come up in his convertible in white shorts with a racket and the contrast was startling. I had a tremendous forehand but no backhand so I would always attack from my forehand and try and cover up my backhand. I was fairly successful because when I was younger I used to pound the back of our house constantly with a ball. That's where I developed my forehand and the serve was tremendous. But my backhand did not exist so I lived by playing around that. It was one of those things. As we progress along, the war was coming closer and closer so a group of us, after graduation from Weber College, decided to go to Utah State. Five of us 12 went to Logan and moved into in a house near the campus. We managed to survive. I joined the Sigma Alpha Epsilon fraternity, which was a premier club. I was very comfortable on the campus. Then my dearest friend Jack Luddington, who I mentioned before, had been taking pilot training out at the old Ogden Airport, and he said, "Ted, things are closing in. The Air Force is having a meeting in Ogden for possible applicants to join the Air Force. Do you want to go along with me?" I said, "I don't know." Then he talked me into it. I said, "Yeah, we'll get drafted if we don't." So we went in there for the physical, I think I weighed 138 pounds. The Army Air Force medical guy said, "You don't qualify. You're too thin. But I want you in here. Go home and eat about three pounds of bananas and come back tomorrow. See if we can fudge you in there." Low and behold I gained a pound or two and he said, "You're in." My friend Luddington, who was not a genius either, as far as his ability to score well on tests, was the last one out of the class. He sat down and I said, "Come on Luddington." He finally made it and we both joined the Air Force and left Salt Lake City on the train for Santa Ana, California. We arrived and there were 20,000 cadets at our base. We were separated after we took the tests to find out what our abilities were. He was assigned as a potential pilot and I was assigned as a potential bombardier. So after we graduated from the base in Santa Ana I was assigned to Roswell, New Mexico which was a bombardier school. Jack went in to pilot training on the California coast. I arrived in Roswell and found that we were dealing with the Norden bomb sight which was highly prized by the German Air Force as being something they 13 would like to have in their power. So, while we were in training, we always had to carry a .45 revolver and treat the bomb sight as a most valuable item. We would practice bomb day and night. We were expected to drop the bomb in a five hundred foot circle from five miles high. The blue practice bombs had ninety-eight pounds of sand and two pounds of spotting powder. The Air Force kept washing out cadets. I would call my mother and say, "I'm still in here but the ranks are thinning." When I finished, I got a short leave to go home to Ogden and I showed off my wings. Then I was assigned to Hondo, Texas for navigational training. Hondo wasn't too far from Austin, Texas, where my Aunt Clara lived with her billionaire husband. She invited me to go up there on the weekends. She let me sleep late and she fed me well and I was in seventh heaven. After we were through with Hondo, we got our orders to form our strategic bomb group in Salt Lake City, at Kearns Army Base. I thought it was nice to be back near home for a few days. Our plane crew was made up of crewmen, pilot, copilot, bombardier, navigator, and six gunners. We named our plane 'Lassie and Her Lads' because we had a gorgeous spray painting of Betty Grable wearing a swim suit on the tail. We were a composite group of the Midwest and far West. We trained in Dyersburg, Tennessee. Then we moved on to West Palm Beach Florida for our final training. From there we got orders to go to Trinidad, West Indies. We flew by ourselves. The landing strip was in the jungle and we were in there overnight. The next day we took off for Belem, Brazil. We flew over the Brazilian forest for ten hours and I said to the navigator, "If we go down in 14 there, we're done for. They'll never find us." From an overnight in Belem we flew to Fortaleza, Brazil, which is on the tip of Brazil. The next stage was thirteen hours flying over the Atlantic Ocean. We took off at night. We were flying a thousand feet over the waves in order to save on fuel. I was in the nose, as usual, and we encountered St. Elmo's fire, which was an electrical discharge carried to our guns. I thought we were being fired on. It was phenomenal to see. We arrived in Dakar, Senegal in North Africa. That was an eye-opener. As we landed, a multitude of Senegalese warriors came out with guns and top hats and surrounded our plane in order to protect it. They put us in canvas tents and as we relaxed, the Senegalese came through with their spray guns for malaria and they sang as they went through and sprayed us. Our next stop was Marrakech, Morocco situated high in the Atlas Mountains of North Africa. We went into town to visit the markets and old French restaurants. Towards the evening we decided to visit the French Foreign Legion outpost in Marrakech. We asked the commander if we could watch their parade in the evening and he said we would be their guests of honor. That night we froze to death and slept in our plane. The next morning we got orders to go to Tunis, North Africa. We flew across the Sahara and landed at a deserted German Luftwafee air base that was used during the Montgomery and Rommel desert war. We visited the ancient aqueducts there and marveled at how they had been built. We also visited the ruins of various German Luftwafee planes and we were warned not to take anything because everything was booby trapped. 15 We received our combat orders and flew from Tunis to Foggia, Italy and landed at a deserted air field that had been occupied by the German Luftwafee. We went to our canvas tent and proceeded to locate the mess hall. We thought the food was not very tasteful, so we bartered our provisions for local products such as fresh eggs. Our group was the 463rd bombardment group commanded by Colonel Frank Kurtz, who went back in history to the invasion of the Philippines by the Japanese. His airfield was attacked by Japanese bombers and several of the American B-17 bombers were split in half. They put one piece of a bomber into another and called it the Swoose—half swan, half goose. Colonel Kurtz was the chief pilot of that plane, which is presently being restored in the United States. We got settled into our base and our first mission was what we called a 'milk run.' That was to indoctrinate one without fear of major casualties. As the bombing missions progressed, they became more deadly and losses mounted. Then it became one of marking down. You had to make fifty missions as related to a loss of three to four percent of the planes each time we went out. As the missions increased in intensity, we finally came to a mission where the target was Ploesti, Romania. For the Germans, the Ploesti oil fields were a source of oil for their entire military operation. It was heavily guarded by flak guns and F-190s and ME-109s. They were the elites of the German Air Force. When we found out we were going to Ploesti, everyone sighed, had their breakfast, went out to put in their bomb load, and proceeded to taxi out to the runway. 16 By the way, the air fields were metal strips, not cement, and the B-17 loaded with 6,000 pounds of bombs, 2700 gallons of high-octane gasoline, does not get off the ground very quickly. At the end of the runway there was a fence. I was in the nose of the plane and remarked to the navigator, "This plane's not going fast enough to get off the ground." Finally we cleared it by about a hundred yards and went up into our formation at 15,000 feet. Over the Adriatic Sea, everyone discharged their machine guns to make sure they were firing. Then we went over the Yugoslavian Alps. The Yugoslavians were not allies at that time and they had flak guns mounted on top of the mountains. They shot at us, but weren't very effective as they didn't have advanced radar. We flew into our target area and our escort fighters, which were P-38s and P-47s peeled off because they were short of fuel and headed back to their base. They left us unescorted as we approached the target area. There were three or four hundred planes forming a line at what was called, the 'initial point.' This enabled German aircraft guns to zero in on our direction and altitude. I took command of the plane, flying it as we approached the target area. As we neared the target area we saw a huge black cloud box where all the German flak guns were concentrated. I saw planes going through that box and going down on fire and we knew we were next. It was very trying and tested ones fortitutde to the maximum. As we approached closer to the target, I cranked in the airspeed, the velocity, the wind, and other data into the bomb sight. The two indices cross and you know you're on target. I'm watching carefully and finally the indices cross 17 and I say, "Bombs away." The bombs are released and we turn away with planes on fire on both sides of us. As we left the target, if any of the planes in our formation had an engine out and they trailed the pack, they were attacked incessantly. You had to keep a tight diamond formation with seven planes, which also gave you more firing power against the enemy. So as we came away from the target and headed back, we were still alive. Then we started talking about if we had enough fuel to get home. As we neared the Adriatic coast, we started planning whether we were going to make it or whether we were going to ditch. We'd all had training as far as what to do. We finally arrived in the vicinity of the airfield and landed. We were interrogated and had our hot chocolates and donuts and tried to unwind. In another mission, we lost all of our commanding officers and crew in a mid-air collision caused by cloud coverage. In another occasion after takeoff to return to base, we had instructions that the mission was aborted. Our chief pilot, who was later a noted neurologist from Boise, Idaho, turned to our copilot and said, "Why don't you handle this landing." We turned towards the runway and I noted there was a crosswind and the copilot wasn't factoring that in. As we approached the runway, I said, "We're in trouble." We hit on the left landing gear and bounced about fifty feet up in the air and came down with the engines chopping up the runway—with 6,000 pounds of bombs and 2,700 gallons of fuel. I said, "I'm dead." We slid for about five hundred yards and the minute we stopped I yelled for everyone to get out and I ran for about a half a mile and dropped down and covered my head. For some time the rescue crew wouldn't 18 get near the plane to deactivate the bomb load. I don't know why that plane didn't explode. [photo included] ROH: Let's pick up where we left off with World War II. You had survived a crash landing. You said it took a long time before anyone would go near it. EB: Gas was pouring out over the engines and the bombs were banging against each other. We stayed away for a long time and then the emergency crew hosed it down to cool it off. ROH: Did they send you on vacation after that? EB: No, the policy was that you could fly twenty-five missions and then you could take a week off and go to the Isle of Capri near Naples to unwind. My theory was that I wanted to get out of there as fast as possible so I didn't take the vacations. I flew my missions because I wanted to get back to the States. The B-17s flew between twenty and twenty-seven thousand feet. It was thirty degrees below zero—freezing. Non-pressurized cabins. Ice formed down the face of your gear. No relief tubes. We had flak suits on and our parachutes hooked on one side, then we had a helmet. It made it very hard for us to move around. On another mission, we had a misfire in the bomb bay as two bombs had banged together and did not detach. The pilot said, "Boyle, get back there and release those bombs before they blow up." In the B-17, between the front part of the plane, the bomb bay, and the back, was a rail and two supports. As I walked over it, I was looking down at the Mediterranean from 25,000 feet and holding on to a rail with one hand. I was trying to release the catch for the bomb that was 19 swinging against the plane. I managed to unhook the bomb and made a silent prayer as I returned to the nose of the plane. It was a terrible thing to fly eight hours on total oxygen at very low temperatures. It was bitterly cold. After a mission, the Red Cross would be there waiting for us with donuts and hot chocolate, then we'd be interviewed about the mission immediately. As the missions went on, I would write letters. I have over a hundred letters that I wrote to my mother that she kept. I began to wonder if I was going to make it or not. On my fiftieth mission I was flying with another Utahn, Clyde Hart, and he knew it was my fiftieth mission. When we landed, I got out of the plane and kissed the ground. Before that, on a raid over northern Italy, we had some terrible problems from damage to the plane. I managed to get the bombs on target and two weeks later I was awarded the Distinguished Flying Cross. After my fiftieth mission, I said, "I've done it!" We got ready to depart and the fifteenth Air Force came out with a memorandum saying, "Unfortunately, we have a shortage of flight crews, so you can have thirty days' leave in the United States, then come back and serve another fifty missions." I wrote to my mother and said that was a death sentence, I would never come back. Fortunately, they reversed that. I left Naples on a troop ship on July 26. We were in the upper part of the boat and on the decks they had thousands of people who were fleeing France and Italy. They had no place to sleep, so they slept on the deck. We were in a convoy surrounded by destroyers, but we had reports of submarines in the 20 area, so we were dropping death charges. That was scary. We arrived in New York. I took a train from New York to my home in Ogden. My first few nights in my family home, I would wake up screaming. I hadn't unwound yet. I would try to find ways and means of winding down. After resting at home, we were sent to a camp in Santa Monica to continue to decompress. My combat days were over, thank the Lord. I was assigned to San Antonio Air Base, and then I spent a series of time moving from one air base to another. I kept in mind that I might be called to duty again. I applied for pilot training in the Air Force and I was accepted. I was assigned to Thunderbird Field in Phoenix, Arizona. The field was also occupied by Chinese cadets who thought nothing of flying into you or on top of you because they had no reason for flying etiquette. In that area of Arizona, there are always hot air drafts. After I had gotten to the point where I was flying solo, I was landing the plane and unbeknownst to me, the pocket of hot air was pushing the plane up and I didn't compensate for that factor. I pancaked and spun around on the landing strip. Thankfully, I wasn't hurt. Immediately I went on a flight check. The instructor, a pilot named Carl Thigpen said, "Ted, you're a good pilot, it's unfortunate you've painted yourself into a corner." They washed me out of the program. I eventually ended up in Denver, Colorado where I was released from the Army-Air Force. ROH: Did your older brother serve as well? EB: No, he had a medical problem. He was a dare-devil—totally different than I am. He parachuted out of a plane in Ogden in 1934 at the age of seventeen. It was a 21 high school bet with his friends. The owner of the airport told him he had to have his father's permission, so Billy called our dad and said, "Dad, I'm going to jump out of a plane, you have to give permission." We sat on the front porch and watched this biplane circling up and then a parachute drop. He became a champion ski jumper in the 1930s. He became an expert on Ecker Hill which was adjacent to Park City. It was a humungous, steep hill, and it attracted a bevy of Norwegian ski jumpers. They formed a cartel and would have jumping contests. My dad and I would go to watch my brother jump. He did exceptionally well at that. After that, he went to California and raced cars. He had no fear at all. That was his life. Later, he became a dreamer. He got into real estate and everything was going to be a million dollars. He was an alcoholic. He became an advisor in Santa Monica for a bevy of movie stars and famous people who would call him at two o'clock in the morning, "Billy, I got a problem." He never quite made it financially. He was always engrossed and saying, "I just got to get this guy to sign this and then I've got it made." It was always touch-and-go with Billy. We were very different. ROH: Did he write to you while you were gone? EB: I've got a ton of letters. Hazel and I are always wondering about who's going to give a hoot about these letters after we're gone. Billy was a great personality. He could walk into a place and immediately have people around him. He eventually ended up in a nursing home in Santa Monica and Hazel and I would go diligently and take him milkshakes and candy bars. The next day he would say that people 22 had stolen them from him. I said to Hazel, "Now that I've seen this in my brother, when it comes time for me, I'm heading for the hills with a Pepsi." It taught me a lesson in assisted living. He was my protector when I was young. My sister was a beauty queen from the get go. She did modeling in Salt Lake City and she was a prom queen. She married well—Ed Haas who was one of the producers of "The Munsters." She traveled in high style in Santa Monica with him. We had the same experience with her in assisted living that we had with my brother. ROH: So none of you worked in the Boyle furniture store? EB: This is fun. I thought from day one that I was going to be selling furniture for the rest of my life. I worked in Boyles as a delivery boy and not withstanding my frail structure, they put me on a delivery truck to haul stoves to second floor premises. Then I handled the store elevator covering three stories which didn't have an automatic stop. During the Christmas season we'd have a pile of customers on the third floor and I'd try to judge where the first floor was and end up sliding clear to the bottom and have to go back up again. HB: You'd better start telling her what happened to change your life. EB: I haven't got that far yet. Anyways, after I got out of the war, I was twenty-three and I was looking for companionship. I had bought a car during the war for my family, who had never had one. I met a girl and we had a relationship. Her name was Gloria and her dad was the music instructor at Weber College. Things were progressing. I was an avid skier and we were in Snow Basin and I told her she 23 needed to learn to ski faster and she went down and fell and broke her leg. Things went from bad to worse after that. Another day, I was at Snow Basin skiing by myself. I was the last man on the hill. The ski patrol had gone and I wanted to do one more run. On the way down, I fell and spun around and stopped near where the gate was. I got up and decided I was okay, so I was going to do another run. Remember, there was nobody on the hill. I got on the ski lift and about half way up, my left knee started to hurt so bad I couldn't stand it. I rolled off the lift at the top. It was dark. I zigzagged my way down the hill, sitting down all the way. It took me an hour to get down. I went to the doctor and found out I'd blown all the tendons in my knee. I had my knee in a cast and I was the house boy at the Pi Phi house in Salt Lake. I was living in the basement with about thirty Pi Phi's as residents; one of them being my sister. I got all the dirt about what had happened on dates—the girls would sit at the kitchen table talking about their dates as if I didn't exist. One day a group of young men in the lounge were talking about the Thunderbird school in Glendale, Arizona. I thought, "Wow. That sounds good." So I made an application to enroll. I was accepted—I still had my leg in a cast. I set out for Phoenix by myself in the winter with my left leg in a cast. I got near Cedar City and it was black ice and I skidded off the road and tipped over in a ditch. This was 6:00 in the morning. I got out and hobbled down the road to an all-night café. There were several patrons in the bar who offered me a drink before they went out to put my car back on the road. I arrived to Thunderbird school and decided I wanted to live abroad and work for an international company. 24 I decided I needed to work on my command of the Spanish language. My friend and I traveled to a small university in Morelia, Mexico. We lived rather sparingly with a Mexican family. After studies in Spanish, it came time to go home. We had practically nothing in our pockets, so we boarded a bus to Guadalajara. There were more chickens than people on the bus. In Guadalajara, we had no money for a hotel, so we went to a flop house that had a hundred beds or so. Bill and I went in and paid and we agreed that one would sleep and the other would stay awake because someone might assault us if we were both asleep. We had to go third class on the train to Nogales, Mexico. That was a laugh because it was full of immigrants heading to the United States and they were all pretty liquored up. We had no money for food, so when the train would stop, we'd get a stock of bananas. We were on the train three days and all we ate was bananas. Close to the border, we got off the train. Bill left his U.S. passport on the seat and had it stolen. Going through customs in Nogales, Bill went to jail because he didn't have a passport. Then they put me in jail because my passport, when we'd gone into Mexico with friends, had been stamped that I had brought a car into the country. So I was put in jail until they called the owner of the car and verified that the car was in Mexico City. I don't remember how Bill got out of jail. That was a journey never to be forgotten. After we graduated from Thunderbird—the beauty of the school, is that the people who hire, came to campus. I was prepping to get a job with Sears Roebuck. A friend of mine had scheduled a meeting with a Citibank officer from New York. When Citibank found out my friend was married, they said no. My 25 friend said to me, "Ted, why don't you interview in my place?" I asked for an interview and the first question their man from New York—Gordon Bullock— asked was, "Why do you want to go to Latin America?" I said, "I have an uncle who runs the largest sugar cane factory in Puerto Rico and if you hire me, I think I can get the account." I made it up off the top of my head on the spot. [Laughter] I walked off to get ready for Sears Roebuck and a week later I got a telegram saying Citibank had accepted me. They had to write for references. Not far from me lived two very powerful lawyers, George Lowe and Roy Thatcher. They wrote letters to Citibank. Then I asked my dad, "Dad, I'm at a crossroads here. I don't know anything about Citibank." My dad said, "Ted, the only people who are important in Ogden are doctors, lawyers, and bankers. Go for it." I accepted Citibank and said goodbye to Ogden. I got on a train to New York and went to the YMCA with the other trainees. I stayed seven days in New York and they shipped me off to San Juan, Puerto Rico. San Juan was our training base for South America. The people there were very friendly, we practiced our Spanish, and we learned about banking—that including carrying the golf bag for the managers when they went golfing. My family came to see me. They had never been out of Ogden, Utah. My mother has a diary of everything that happened. She even wrote about my dad listening to the motors on the plane. We had a lovely time. I think that was the biggest thing to ever happen to them in their lives. As it came time to depart from San Juan, they told us, "You trainees have three choices, you can go to Havana, Cuba," which was pre-Castro, which was a 26 great place, "or you can go to Mexico City," which was number one, or Bogota, Colombia. I'd never heard of Bogota, Colombia. For some unknown reason, I chose Bogota. I arrived in Bogota at 8,600 feet in altitude. It rains about every other day. It's in the top of the Andes with ancient Indian culture all around it. I settled into an apartment with another trainee and we lived the buena vida—the good life. He was a football player from Ohio State named John Mack—a very joyful guy who would fit in any crowd. We played fifty-four holes of golf in one day. We had a great time. We dropped golf balls out of the windows to watch them bounce on cars and roll down the street. A friend who liked to drink went out and got locked up and couldn't find a way home. The police called the wife of the other man with him and asked if she wanted to come down and bail him out. She said, "Hell no. Leave him in there." She was furious. Anyway, we had a wonderful time. Our chief officers at the bank were Boice Nourse and Juan Sanchez, a Castilian from Spain. It was just idyllic. We would play Liars Dice at the Anglo- American club and whoever lost would pay for lunch. We'd play against the manager and he wasn't very good at concealing his thoughts, so we got a lot of free lunches. We used to have vacations—we would get three months off after every two years and they'd put us on the Grace Lines ships to go up to New York. I'd go back to home in Ogden and I'd bought a car—my original car was a 1942 Chrysler Sedan that I'd bought during the war, then I bought another that I think was a Ford. Back in Ogden, I reunited with my old friends but I felt like I was out of place with them. In the interim period, I was doing well in the bank and 27 learning about the theory of banking. Citibank was the world leader in international banking. We worked with governments and with major organzations and their subsidiaries. We were not oriented towards individual banking. We worked with big-ticket items. In one of my trips North, I met a young lady from New York City, who was on the cruise with her mother. We became involved and were engaged when I went back to Bogota. One day I was working on the bank platform in Bogota and this young woman walked in and stopped the music. She walked down that platform with her gorgeous black hair and I thought this was the girl of my life. I hadn't even met her. When she walked in, I just thought, "Where have you been all my life?" ROH: What year was that? EB: That was about 1951. We dated about eight months. The bank had a policy that you could not date employees and I was engaged. I had a dilemma. I talked to my general manager, Boice Nourse and he said, "Ted, we'll make an exception as long as you play the rules of the game." Hazel loved peach melbas, so I asked her out to get one with me. I kind of dallied around. Finally I went out to meet her parents and find out if they were willing to let her date me. To the very strict in Latin America, this is how you go about dating. When her father saw that we were getting serious, he wrote the State Department to find out if I was married. He was worried about the Mormon religion and if a polygamist might be after his daughter. 28 Hazel and I started dating and I was in seventh heaven. I couldn't believe it because of the age difference. But we dated and then I got really sick. We had an idiot bank doctor and I went to him and said I didn't feel good. He said, "Do you chew gum?" I said yes. He said, "Then stop chewing gum." Well, I got worse and I started turning yellow. Hazel got worried and I went to another doctor. He said I had Hepatitis and he wanted me in bed resting immediately. I was in bed for three months. All I can remember of the treatment was that I ate a lot of hard candy because the doctor wanted to build up the sugar in my body. I had written to my fiancé in New York and told her that things had changed. She showed up in Colombia. The bank was having a big party and I ended up with Hazel and my fiancé in the same room. I just about died. I said to myself, "What have I done to deserve this?" I managed to make it through the night. I made the break with my fiancé and she went back to New York. Hazel's dad came over all the time while I was sick. He taught me to play bridge and he spent a lot of time with me. I think he was trying to make sure that this thing was real. His name was Edward Pierce Roskruge. Let me interrupt here to say that Hazel's biological father was German who I think was connected with the Colombian Air Force. When the world war came, he was called to duty back in Germany. Then Edward Pierce Roskruge married Hazel's mother. He was a wonderful Englishman and always very correct. I fell in love with him right away. He was there when I needed him. Anyways, so I managed to get out of bed to get married. We had the wedding in her house with a Catholic priest. It went well but Hazel had an affinity 29 for dolls. She had a huge doll she loved that she wanted to take with her as we were packing for the airport. I said, "No way, you're not taking that doll on that plane." ROH: How old were you two when you got married? EB: That was 1952. I was thirty years old and Hazel was seventeen. Anyways, we got to Barranquilla, which is a seaport at the head of the Magdalena River. Hazel took to married life with vim and vigor. She learned how to cook. She was a wonderful hostess. People there loved her. She became very active in the American Woman's Society. At that time, we made a lot of friends in Barranquilla. They had an international golf tournament one year and one of the players was a young man named Arnold Palmer. We were privileged to meet him and have drinks with him. That was the beginning of his career. My mother and father came to Barranquilla to visit over Christmas and that was a real treat for them. At those times, I rode the city bus. We didn't have enough money to buy a car. At one point, we were in dire circumstances financially. Hazel's father had given her a very expensive bracelet with gold in it and unbeknownst to me, she went to a pawn shop and sold it. When I found out, we went back to get it but it was gone. It was tough in the early days, but it was a learning process. My supervisor was from Brooklyn and from the old school. He was very gruff. He and I had several personality clashes. He would say, "This is the way we're going to do it." But I had a feeling that my ideas were better. When we got to the point where we didn't get along, I would go take a walk around the block 30 and then come back and sit down. He knew what he was doing but he did it with the old style. He hadn't arrived into the twentieth century. Among the American counselors was a gentleman named Harry Shlaudeman, who was a vice council and a super golfer from Pasadena, California. Harry, through his career, became the right-hand man for Henry Kissinger in Washington. The head American council was an elderly Scotsman who loved golf. One morning we were alerted that he was missing. We looked for him for three days and eventually he showed up and said, "I just fell asleep." We really enjoyed life there. When it came time to start a family, I witnessed the birth of our first daughter, Sharon Elizabeth. Everyone said she was beautiful just like her mother. Our second daughter, Linda Kay, was born in Cali. We almost lost her but she survived. When it came time for us to move to Cali, Columbia, I had the title of Pro-Manager. It sounds better than it was. I had been a sub-accountant. ROH: Why did they call you a sub-accountant? EB: It was something to show that one was just starting a banking career. We got our orders to go to Cali, Colombia. Cali was a wonderful place and we settled into a very nice house and I became the second in command there. I eventually became manager of that branch, which was a big success. We were very prominent there. I was president of the American Men's Society and Hazel was president of the American Women's Society. ROH: Tell me a little about these societies. 31 EB: It was a consortium of Americans who were working abroad and assigned to Cali. It was similar to a Kiwanis Club. The Americans and some prominent Colombians worked together to promote service activities to the community. Cali was the a center for the production of sugar cane, which is a major source of income for the Colombian government. We also had many pharmaceuticals plants, Quaker Oats and other multi national companies. Political unrest and local violence were causes of concern. In one instance, we had gone to a cocktail party at the American councilor's home and when Hazel and I got back in the car, I said, "Oh, it's drafty." Then I realized someone had removed the entire front windshield of the car. After that we would go down to an automotive spare parts store and see our windshield and buy it back. It was petty thievery. Another thing was if you were driving in thick traffic and had your arm out the window thieves would take your watch off your wrist. Cali was in an earthquake fault zone. One night I heard this thunder like a train approaching the house. It was a tremendous noise and the house was shaking badly and shook for about two or three minutes. It was a major earthquake and there was a lot of property damage in Cali. The next day we had big cracks in the masonry of the house. We were very fortunate in the banking industry to deal with high class business houses and individuals. We also had banking relationships with the Colombian government. There were very little dealings with individuals. Kim, our third daughter was born in Cali. I never questioned the superb quality of medical facilities in Colombia. So, our third daughter arrived and I'd 32 send telegraphs to my mother and father, "I've got another queen in the family." The girls went to the American schools in Cali. All of my daughters had dual nationalities, Colombian-United States of American, until they were twenty one. They were brought up strictly by their mother in the Catholic Church. From Cali we were transferred to Medellin. People associate Medellin as the center of the narcotic industry in Colombia. At that time there were no problems with narcotic trade. The only political parties were liberals and conservatives. There was a fierce political battle which was a concern. We had problems with rioters in the street in Cali. We had to close the branch because people were being shot in the street. Castro arrived with Che Guevara in Bogota and from that sprung out these problems with peasants up in the mountains who were ill-prepared to make a decision. They entered the Colombian political system of 1949 in addition to the conservatives and the liberals. It was a problem if you were in the wrong place at the wrong time. There were instances when it was rather dicey to go certain places. An uprising would happen overnight and you would get caught unawares. But I do want to add that in Colombia, bull fighting was famous as it was in Spain. Bogota was very much connected to Spain. We still have films of bull fighting. My career was blossoming. I had been named manager of the branch, which was a major move. ROH: Can you give me an idea of the size of the branch? EB: I had over a hundred employees. The currency was pesos. When I arrived, the peso was at par with the dollar—if you had a peso, you had a dollar. When I left, 33 the peso was something like two cents to the dollar. It completely devalued. Much like what is happening in the United States right now, the government's economic policies were off-key. By the way, coffee represented a major portion of their exports and they lived off that, but they had almost every major natural resource but they lacked the funds to develop. They were passed by other world countries that didn't want to put money into Colombia at that time. So, the economics at times got out of balance at times. The Brazilian coffee was a lesser quality. The Colombian coffee was called "mam"; which meant "Medellin, Armenia, Manizales." That's the high grown coffee; the higher the area it grows the more valuable it is because it matures slower. Medellin was my next step. It was a larger area and more responsibility. It was the center of textiles for most of South America. Again, we were very favorably invited to join the community there. It was group of outstanding people we were associating with—both the Americans and Colombians. The manager of Citibank was on par with the American consul, as far as prominence, in any city we were in. So we were always on the top of the list as far as invitees for whatever might be going on. In Medellin, we had the fourth addition to our family. Sarah was born premature and it was almost a tragedy. The hospital there took such great care of her. There wasn't a minute when there wasn't a nurse there looking after her. That was our family. After our fourth daughter, I said, "That's it. I'm surrounded by women." But anyway, I think being in the international banking circle, you're dealing with people who are intelligent and sociable, usually the moneyed class. It was a 34 wonderful world. It encouraged you to step up and be a part of it. We dearly loved that. The one major incident when I took my life in hands was when I bought a car in Bogota. The individual had a late-model car for sale and I had to fly to Bogota to get it. My boss said, "What are you doing?" I said I was going to drive it back to Medellin. He said, "You're crazy." The road from Bogota to Medellin was undeveloped and had very few facilities. At that time, there were uprisings with the natives attacking buses, dragging people out and cutting their heads off. They called it "Corte de Franela." There were several massacres in that area. That was in the back of my mind, but I said I'd travel at night while they were asleep. So I left Bogota all by myself. I drove maybe seven or eight hours through areas where I saw nothing except a paved road. It was eerie and I kept thinking, "What am I doing?" I arrived in Medellin at about 5:00 in the morning. Hazel was thrilled that I made it. It was an idiotic thing for me to do. EB: Eventually, we sold that car and got a good price for it. Hazel was driving it about three days before we sold it and there was a truck parked with a piece of lumber sticking out of it. She went too close and the lumber went right through the front windshield and all the way back. She was okay. I went to the guy I sold it to and I was really upset. He said, "Don't worry. I can get a new one from Miami." We got a lot of letters from corporations saying thank you for the attention and help I'd given them as they got started in their business. I was on the board of directors of companies where we were involved in Medellin and Cali. They 35 wanted a local director with banking experience on their boards. They'd send the Chairman of the Board down to Colombia and I'd take him golfing. In Medellin, we were honored as a well-managed branch. I got letters saying that and that helped my career. I was a stickler for details and communication. ROH: Did you travel back to the states as part of your work? EB: No, we very seldom would go back to New York when we were in a foreign branch. Except when we were on furlough, I would normally spend a week or so in New York on my way to vacation. Hazel would take the children while I was in New York. I don't know how she did it—traveling with four young kids. She was a marvel. There was a group of expatriates in Medellin who ended up in Fort Lauderdale, Florida after their careers in Colombia ended. There seemed to be an exodus of American workers in Colombia going to Florida after. It had a Latin complex in Florida, and the weather was similar. After Medellin, I got a promotion and orders to go to San Salvador, Central America to be the manager of a huge branch there. They didn't have a house for us when we arrived, so we had the privilege of staying in a very high class hotel for about three months. That was a good life for Hazel. She didn't have to cook or anything like that. In El Salvador we had a problem with earthquakes. El Salvador lies right on a fault line. We had several earthquakes while we were there. Anyway, I was second in command at the branch in El Salvador. Our major clients there were coffee exporters, almost entirely. Then we also dealt with the Salvadorian government directly. We were on intimate terms with the president of El 36 Salvador. The ambassador to El Salvador was a gentleman from Phoenix, Arizona and his last name was Castro. He looked like a Mexican bandolero— black hair, moustache, had a gorgeous blond wife. He would call the American business leaders to a meeting on Wednesday and he wanted all the information he could get about what was happening so that he could report back to Washington. I was president of the American school there. We had Joe Borgatti, who was an innovative vice president. He did a lot of things of which nobody had ever heard. Nobody at CitiBank, at that time, had the privilege of having an airplane available to the chief officers. Joe said to them, "I'm in charge of Central America—Honduras, Guatemala, Nicaragua, Panama, and so forth. I want to get a plane." So we got a push-pull. It's a plane that has a propeller in the front and one in the back. One of the things I organized down there was a league of soccer teams. Citibank was the champion of the tournament. Two things while we were there. One was when President Lyndon B. Johnson was trying to form better relations with Latin America. They decided they were going to have a big meeting in San Salvador and invite the heads of state from Central American countries. Citibank was encouraged to be a part of this meeting. The Mexican embassy said that Johnson liked cuff links with coins from the country he was visiting, so I was assigned to get to the local jewelry store and get some coins that were delivered to him. We were part of the big entourage. We met the President and his wife and the two daughters. 37 The other thing that happened in San Salvador was the Chairman of our Board, George Moore, who was a genius in my estimation. He decided to come down with his wife, who was from a very prominent Mexican family. She was not very sociable. We decked out his room with flowers and when he walked in, he said, "Is this for my funeral?" He had all of the young, gung-ho businessmen in San Salvador come to the swimming pool at 6:00 in the morning and swim with him. Then he would have breakfast with them and talk about business. Hazel was in charge of a party for his wife. Hazel carried it off perfectly. The two big events were that we were going to take them around in our plane and show them Honduras. The plane was small and Mrs. Moore was rather large, so when we went to get on the plane, she said, "George, you think I'm going to get on that plane? Never." She walked off. We had to run around and get a commercial plane to take them. The crowning event was a party on an island resort owned by the coffee barons. I happened to be walking along the path and Mrs. Moore crossed in front of me and she wanted to sit down. I suggested she sit in a hammock. Well, she got in the hammock and it broke. She's on the ground and said, "Don't touch me." I said, "I'm going to get fired whatever I do." I didn't dare touch her. She rolled off and dusted herself off. One of our prominent clients was elderly but liked to fly. He flew his own plane over there, but the weather worsened. He insisted he was going to fly back to the air base. His son told him not to so he took off unbeknownst to them. He took off into the clouds and got lost. The Salvadorian air force had to find him and guide him down. 38 There was a war of sorts between Colombian and Honduras. They called it the "soccer war." They got very serious about soccer. I think the end result was a Honduran plane dropped a bomb in the ocean near a port city. There was no actual exchange, but there were a lot of words. The president of the country would ride around on a motorcycle; he was very flamboyant. He would come to our office like that. But the people we dealt with were delightful. Most had made their money exporting coffee. We carried a lot of memories out of that. A lot of our clients were from the moneyed class and they didn't want to deal with Salvadorians or Hondurans or Colombians for tax reasons, so they wanted to confide in us. We were an intermediary. ROH: How long were you in El Salvador? EB: Three years. I was the manager and we had about twelve officers reporting to me. ROH: Did you have the young rookie kids like you coming up through the ranks? EB: We had people who were doing what I was—coming up through the ranks just two steps behind me. We always had trainees or American staff. Then they decided that I needed to go back to the domestic side, so we packed up and ended up in Wilton, Connecticut. The agent who sold us the house was married to a man who was a Citibank manager. We had minimal funds to invest; I still was not making any money. But we let her take us around to see houses. This was 1965 or 1966. She asked how much money I had and I said I had about $46,000. So she started showing block houses to Hazel. Hazel didn't like them. Nora said she had another that might be available. It was a two-story colonial 39 home with two acres of woodland with an immaculate four bedrooms. It was everything you'd ever want. Hazel wanted it. Nora said it was out of our price range. Hazel said, "That's my house." We managed to get that house in the low-forties. It was idyllic. In Wilton, I commuted on the New Haven railroad for five years. I think it was from 1968 to 1973. I was working in our head office in what we called the Overseas Unit for Individual Banking. People from all over the world would come in and want to talk about their money in Liberia and Japan, and so on. I worked in that area during those years. Wilton was a wonderful area. The highlights there were two intercontinental trips from Wilton, Connecticut to Long Beach, California in a station wagon. Those trips were classic. I told the girls that they'd seen the United States from thirty-thousand feet but that they hadn't really seen it. Well, we got into the station wagon, loaded to the gills, with the four girls in the back trying to get comfortable. We'd go from one stop to another and see things along the way. We always stopped at the Holiday Inns and the girls went straight to the pool. We traversed the country and saw everything. The girls saw America and it was a great growing-up experience. My parents lived near Long Beach and whenever we went there, we went to Disneyland. The cross-country trips were invaluable. I kept them on their toes with games like, "First one to see a white horse or a yellow Volkswagen gets five cents." It was something that created memories. All of them talk about it. One memorable trip, our youngest, Sarah, was about five or six years old. We 40 stopped for gas and drove off and we were a mile away when we realized we'd left her. Nobody had counted noses. We got back and she was crying. It was one of those things. Hazel and I fell in love with Disneyland, too. On our fiftieth anniversary, we all went to Disneyland and they bought two blocks with our names on them in the area where they sell your name and it's there for eternity. ROH: When did your parents move to Long Beach? EB: After I left home. My dad had several close friends who had moved to Long Beach. Dad became an avid golfer at sixty-five and played almost until his death. My brother had lived there most of his life. My sister did very well there. Those trips across country were something else. The girls graduated from Wilton High School. Then they got ahold of me in New York and said, "Ted, how would you like to go to Monrovia, Liberia? We've got a branch there that is the central bank for Liberia and we also do international banking from there; it's an important link for us in West Africa." I went home and told Hazel. If I had been married to an American, I think I would never have had the opportunity to go because an American woman probably would not have adjusted. Hazel said, "Let's go." We got out library books and I got a post report. The first thing that caught my eye was that we had a house in a fifteen-acre strip with six other houses. That area around Liberia contained six of the most deadly snakes in the world. That influenced Hazel to buy riding boots for all the girls so that when they walked through the grass, there would be less of a chance they'd be bitten. There was also a lot of malaria. Our doctor gave us pills, which I think affected us all later in terms of our eyesight. We arrived there with a 41 dog and a cat. Our house had a river behind it that contained crocodiles. There were other animals, like apes and things. We were in the middle of an animal kingdom. When I got into the branch I got a shock. I didn't have a problem with blacks, but it was a cultural shock to walk in and see everyone in the branch was black except the manager and me. There was an adjustment there. We settled in and found out that we were the kingpins as far as the American banks there. The president of Liberia thought nothing of coming in at whatever hour of the day or night and saying to the manager of the bank, "I'm going to New York. I need some traveler's checks." We'd have to open the branch and get that for him. We had a problem with labor relations. The employees decided to strike because their white managers did not understand them—that was I and the other manager. We were in the hot seat there for a while. Hazel developed a friendship with the wife of the President through the American Club. They had a graduation ceremony and Hazel loaned Mrs. Tubman one of her chairs to sit on. During the ceremony, the lights went out and it was raining cats and dogs. They brought out some lanterns. It was a comic graduation. We were invited to a wedding of one of our employees. We were the only white couple there. When we saw the cake, there was a colony of ants crawling over the cake. The cultural shock—you learn to adjust to it and get involved with it. They had golf there but the greens were tarred, they weren't grass. The caddies didn't wear shoes so they'd go out into the rough and pick up 42 your ball—which is illegal in golf, but they wanted a tip—and there were snakes all along the fairway. From time to time, we would transfer money that was depreciated to the central bank. We had a cash officer and two guards when we took that money over to the central bank. On one day, we had branches up-country and he went to the cash officer said he wanted to take money over; I asked how he was going to do it. He said, "Our two Monrovia trucks are busy, so I'll get my chauffeur and my car and get a guard from the bank." I said, "So be it." So they drove over and parked in front of the Monrovia Central Bank. The guard got out and the driver stayed in his seat. Before the guard could get the money out of the car, the driver took off with the money in the trunk. We found the abandoned car. It was a national catastrophe—it was all over the news and all the borders were closed so they couldn't get out. For two days I was waiting. New York told me I'd better get the money back or I was in trouble. So, the guy who stole the money went to his brother's house and they buried it. The one who stole the money took enough to get to the Ivory Coast for vacation. There are two episodes. The guy with the money waiting for a taxi to take him to the Ivory Coast that's fifty miles away. The taxi driver said, "You haven't got enough money to get to the Ivory Coast." And the guy said, "Here." He put the money on the seat and the taxi driver drove off with the money. This is comic. Well, they got a hold of the guy and shook him down and he admitted to where the money was. It was wet and they were digging it up and all the bills were sticking together. So the Treasury Department said, "You've got to be down there 43 while we count this money." I spent three hours there while they were peeling dollar bills to be sure we got all the money back. Another thing—and this one was scary—Hazel and I, and our daughter, went to a show down in the center of Monrovia at night. Coming back, the car stopped. Hazel and our daughter pushed me over the bridge down to the bottom where there was a house. I knocked on the door and a guy came out. I said, "Here's ten dollars, if that car is still there in the morning, I'll give you another ten dollars." We took a taxi home. The funny thing was that our daughters were dating and they wanted me to take them into town. The roads were very narrow and had big drops. This was tribal country. So I'm going along the road at night and I see this car coming towards me on my side of the road. There was no shoulder and I dropped down about ten feet into a ravine—still upright with two of the girls in the back seat. Within five minutes, there was a tribe of indigenous people swarming the car. I thought we were going to be cannibal soup. Well, it took about twelve of these guys, but they helped get the car back up on the road. The compound had a guard at night. One of our junior officers was coming in at night and he went over to him and shook him. Well the native went over to his tribe headquarters and said he had been assaulted by an American. The tribal chief ordered that this man be arrested and go into a tribal court. The bank immediately said, "That's a problem." The only way we saved him was to transfer him out of the country. Then we had an incident of inside robbery. Hazel and I were sleeping in bed with our golden retriever next to me. My wallet was two feet from me. The 44 next morning I woke up and saw my wallet was gone. What had happened was we'd had a thief who had come in with a screw driver and broke through one of the windows. He got into our room and the dog growled but we didn't pay attention. The thief stole my wallet, then went down to the St. Paul River, took everything out and dumped the wallet. At that time, Liberia was ruled by elitists, the people who came by boat from the United States. They had the money and they ran the country. About ninety percent of the people had no money and had been kept under control by the people in power. Just after we left, they had an uprising where they took the president and his cabinet down to the beach, stripped them to their skivvies, and shot them. They gunned down the President of Liberia and eight counselors. That was when this John Doe became famous and was running the country and now things have calmed down. But it was a very serious uprising of the have-nots. Mind you, when they had a parade, they wore top hats and they wore canes—they didn't have any guns. It looked like Laurel and Hardy. We were there about three years and we were packing up to go back to the States—we'd about had it at that point. ROH: Were you doing better financially by this point? EB: No, we were barely hanging on. Anyway, we were scheduled to go back to New York after that tour and one of our senior officers from Athens, Greece was in Liberia visiting. I was talking to him and said I didn't want to go back to New York. He said, "Okay." And the next thing I know, my superior at the branch said, "How 45 would you like to go to Beirut, Lebanon." Well, there was a war going on there. But again, Hazel said, "Okay, let's go." It was eerily quiet when we landed at the Beirut airport. The taxi driver took us to the Bristol Hotel, which was one of the best in the city. We registered and Hazel and Sarah were the only females in that hotel for about three months. They were treated royally by the staff. It was an indication that it was a very dangerous situation. One day Hazel and I decided to go visit the ruins in Syria. Word got around that Boyle and his wife were going to visit the ruins. We got in a taxi with a reporter from New York. We rode up into the area occupied by the Syrian army. We got into Baalbek and we were stopped by Syrian police. They took our passports and wouldn't give them back until we left. The ruins were spectacular. We were the only tourists in any form in that area. We had so many near-misses in Lebanon. They burned the American Embassy. We were located on the Mediterranean in a high rise. We were on the seventh floor and there was a Saudi prince on the eighth floor. Unbeknownst to us, we were in a PLO area—the western side of Beirut was headquarters for Yasser Arafat. We had a bank there called the Bank of Lebanon and Kuwait. It was fifty-fifty with the Kuwait royal family. Our principle objective was to recover investments for our clients because of the war. We were in a tenuous situation. One of the most dangerous things I've ever done—I was obliged to do it. We had branches on the east and west sides of the city. The west was the Muslim side and the east was the Christian. There was a dividing line between them. At one point, the leaders of the Lebanese government decreed that they 46 were going to get some insurance money from the bankers in the area for protection purposes. They approached our offices on the east side and said, "We're going to keep people around here to protect your branch, but it's going to cost you this much." It was not a threat, but in order to continue to bank without being hustled or having people break into the bank, we sent the proposal to New York. They said, "Absolutely not. We cannot be taken to court on that type of issue. Just send down an ultimatum: we do not accept these terms." Well, someone had to take that message to the people in authority. We drew straws and I got the short straw. They said, "Ted, you are going to be an emissary. You're going to drive through an area that's highly contested on both sides and you're going to carry this message personally." I had to go down this road with enemies and firepower on both sides. We stopped near the headquarters of the Lebanese presidency. We were searched and they sat me in the hall to wait. One of the men that was ruling the country had been educated in the United States, so he had an English background. I was brief about it. I told him, "This is what has happened and we've been advised by our headquarters that we cannot do this." He said, "I understand." He shook my hand and I walked out. That was scary. With all this going on, it was very dangerous. Quite frequently, Hazel and our daughter would be flown down to Athens and I'd stay behind. When I'd get to go to Athens, I'd stay over the weekend and come back. The pilot would say, "I've got to find out which runway is open. There's firing on the north side, so I'm 47 coming on the south side so we won't be hit." While we were flying in, there were missiles flying around the airport. ROH: What did you think of Athens? EB: Athens was a dream come true. I had seen a little of the ancient history when I was in the Air Force in Tunisia—the aqueducts and all that. But when I walked around there, I just felt eerie, like it was unreal. It was hard to imagine the history that you were walking around. When we left Beirut, we didn't find out until we were ready to go that our body guards and the people who were hanging around in the lobby all the time were PLO—they were protecting us, unbeknownst to us. The golf course in Lebanon was laid out on the edge of the PLO firing range. The ambassador, I was told, carried a machine gun in his golf bag when he played. We had shrapnel coming down on us while we played. ROH: Did you have friends there? EB: Thanks to Hazel, we have had friends everywhere we've gone. We were involved with the government because of the banking industry. They had the American school there and this is where Hazel and our daughter were baptized. I got the idea, having bombed Europe and seen the desolation and the destruction, Beirut reminded me very much of a destroyed city. They had destroyed the business sector. Buildings were derelict. It was a mini world war for me. ROH: Did that cause problems in business for you? EB: Oh yes. This was an extreme case of merchants who took advantage of the situation and refused to pay us back. Recovery of assets was very difficult. They 48 knew what the situation was and we had very little clout. You never knew who would be the governing body. We were going to the airport, leaving Beirut, and our driver, innocently, drove through a road block of Syrian soldiers. They were ready to shoot us with machine guns. Another car drove into the line of fire and stopped—in other words, they couldn't see us anymore. He overtook us down the road and said, "I saved your life, what the hell were you thinking?" Our driver thought they were telling us to go on. That was our departure from Beirut. We went from there to Karachi, Pakistan. That was in turmoil too. The president had been convicted of crimes and they were going to execute him. They had killed several marines in our embassy in Islamabad. We got word from New York to get out of there. Hazel and our daughter were flown down to Athens again. I went underground with our people. It was a very tenuous situation when we first got there. There was a lot of demonstrating in front of the bank. Again, our bank worked closely with the government. Pakistan is famous for its textiles. They had an industry down on the coast that broke up old ships that were battle-worn. There was a big industry there for that. They had oil deposits, too, but textiles were their strongest industry. The entertainment there was centered around the American school, which was a premier school. In fact, the Pakistanis who had money would be on waiting lists for years to get their children in the American schools. I was on the board there. In fact, the head of that school was here recently in a tennis tournament for seniors—Tony Horton. He had traveled all over the world as the head of 49 American schools. We had, again, a very closely knit community. We were there for about three years. ROH: Was it better than when you were in Beirut? EB: Oh yes. There was an underlying community of the have-nots. The countries we were in at this time had a high rate of poverty. As a result, there were riots in the cities. It was a learning experience again. ROH: At this point were you thinking about retiring? EB: No, I was still active. I had become a resident vice president. My duties were managing our portfolio—the quality of our loans and making sure people were paying and all that. We took several tours up into the area where the book Three Cups of Tea was written. We were in that area, not quite as high as he was. It's very rural. It was kind of scary in a sense that there wasn't a real feeling that you didn't belong, but you had a feeling that you might be better off if you weren't there. The populous in Karachi was horrific in terms of slums—water and sanitation was a horrible mess. I understood why the have-nots had uprisings. Of course, spinning off from India, there was always a feeling that India was their big rival and there was a fear that India would come after them, and then they had the nuclear problem down there. Pakistan was a tinder box. After Pakistan, we moved over to Riyadh, Saudi Arabia. That was an eye-opener. The bank there was called Saudi-American Bank. It was fifty percent owned by Citibank and fifty percent owned by the royal family. We also had a subdivision for females only. There wasn't a male teller in that division. We had 50 lots of meetings and instances—one where we had a Saudi princess with a lot of money who had a farm development out in the desert. They desired to have their own wheat, which cost ten times as much as it would have to import it from Canada. They have pivot wheels out in the desert with the wheat growing out there, and then the Saudis would have their estates out there. I was invited by a Saudi and the princess arranged for a luncheon. She had about sixty pieces of chicken for three of us for lunch. Our dealings there were really something. If you invited a Saudi of any importance, the wife never came. You never saw their wives in a social engagement. And there was enormous segregation. One of the things they told me was, "If you're driving down the street and a Saudi runs into you, you're liable. They say it wouldn't have happened if you weren't there." The philosophy is that you caused the accident because you were residing in their country. I had a terrible incident there with my health. The Saudi hospitals are staffed by Americans and have our equipment; it's just like an American institution, but only Saudis can utilize those services. My condition worsened and it was decided that I would leave the Kingdom. Our driver took us to the airport and I found that I had a missing document. They said I had to go six blocks to another location to get the document, but the plane was on the runway taxing without me. We raced over and they actually held the plane for thirty minutes for us. I was on that plane for thirty hours in terrible straights. But what I'm going to say is that if anyone in the royal family has hay fever, they head to Walter Reed hospital and take up a whole wing. 51 We dealt with Osama bin Laden's father. He was one of our biggest clients and continues to be one of the biggest powers in industrial equipment in Saudi Arabia. I can't document it, but I think Bin Laden was employed there in Saudi Arabia while I was there. It's funny. You don't have any poverty in Saudi Arabia. It's set up so that if you get in line and go tell the king you need a washer or whatever, he gives you the royal handshake and gives an order. You don't see poverty because the people with oil money keep the populace happy with that type of thing. They say, "Hey, I've got money." But religion—if they think that you are even getting together for religious purposes, they kick you out of the country. They consider that a deterrent to the kingdom. So Hazel and her friends would have secret meetings. They were told not to park close to the house, they would walk so that no one would see the cars together and think, "We got one." Our Air Force guarding the kingdom is a deterrent to the kingdom being overthrown. I think, militarily, our presence has been a big thing in saving the kingdom. Another thing that's interesting is once the Saudis get into the Saudi planes, they'll exchange their royal robes and put on their jeans. ROH: While you were there, was your daughter still with you? EB: Our youngest daughter was a threat—in other words there were restrictions that a young female could not enter the kingdom. They didn't want any western women walking around with the Saudi boys looking at her. So she couldn't get a visa to get in. I don't remember, but I think their laws prohibit interest on loans, making it extremely difficult to bank at a profit. You had to protect yourself with 52 collateral outside of the kingdom because the laws there would make it so difficult to foreclose on a property. You have to play their rules. It's an extremely difficult area to bank in. After Saudi Arabia, we came back to Wilton, Connecticut. At that time, I was approaching retirement and I took an early retirement there. I was sixty-two. ROH: What position did you hold at the bank? EB: I was Vice President for Citibank. ROH: Were you finally doing okay financially? EB: I've always thought in terms of the investments and stocks. Over a period of forty years or so, I've been fortunate. But you have to be patient. The average investor today with this market and all this growling about Wall Street and what's wrong. But what do we produce now? We've lost our keys—we were the kings of electronics and technology. We've lost everything where we could say we dominated. I think most of it is a labor factor of the cost value. You cannot compete with China and India where the person is making a dollar or two dollars an hour but Detroit wants fifty or sixty dollars for the same product. But I want to talk about several vacations. We went to Cairo and went down the Nile on a houseboat from the Aswan Dam clear to Cairo. Doing everything that tourists do with all the royal burial grounds. We got off at Luxor, which is kind of a tourist trap, and Hazel wanted to get a cartouche for each girl. While Hazel was dealing in the jewelry store, the owner of the shop came over and said, "Mister, I give you a hundred racing camels for your wife!" [Laughter] 53 Racing camels were thousands of dollars; it was millions he was talking about. I told him, "Give me a few minutes to think about it." That was hilarious. Our trip to Nairobi, Kenya was fantastic. I've always thought about big game. We got down there with three of our girls and we decided not to go with a guided tour. We got out to the base of Mount Kilimanjaro and we were right in the middle of all kinds of wild game. The next day I decided to go out in our car, by myself, and find the animals. I was going along the trail and low and behold, I see three lions loping by the side of the car. We've got pictures of them. Anyway, we got in there and saw lions, elephants, and rhinos, you name it. On the way back to Nairobi, I tried to drive through a dry lake bed but it was sandy and we got stuck. I finally got onto what you'd call a road and one of the girls smelled gas. I stopped and found that the gas line had parted. The girls put it together and put some gum around it to patch it. We stopped in a village of Masai natives who were about six feet, ten inches tall. We are the only white people in the village. They all had spears and red paint. We dealt with them and got a couple of spears from them. When we got back to our hotel, we headed out towards Mount Kenya. It was a very sumptuous place which was owned by a famous movie star—William Holden. It was like an Elizabeth Taylor movie—there were all these natives with turbans on and holding rifles. At night, you had a fireplace in each cabin and they'd come in and light the fire. It was, again, something out of a fantasy land. 54 Going back with the same car, the car was stopping and starting. We had to coast into Nairobi. We lucked out. But that trip was worth a million dollars. We really roughed it. ROH: Did you hunt while you were there? EB: No, that's too expensive. We did it on an economy budget. The other tourists would get on a bus and see a lion off in the distance, but we had them running right alongside of us. That was something. We spent several vacations in Switzerland. We had a close friend from San Salvador whose husband was a hotel manager. He had a chalet in the Swiss Alps near the border with France. We spent a Christmas there. Switzerland is very orderly. They have a lot of rules and regulations, and it's hard to get in, but I said to Hazel I would live there. Then we spent a Christmas in the Spanish Alps. We did Spain while we were in Saudi Arabia. We saw bullfights and where they grew the wine and all that. We went into Russia during the Cold War. It was 1976. The big thing there was a train ride from Moscow to Leningrad overnight. There was supposed to be an elite coach, but there were four bunks—no beds. Hazel and I and Sarah got in the train leaving the station and a middle-aged Russian male came in and said, "Mine," and pointed to one of the bunks. Then he stripped down and went to sleep there in our cabin. I thought that was hilarious. We were an oddity in Russia. We were at the Kremlin looking at Lenin's tomb and they were parading some of their Mongolian soldiers all dressed up. Hazel was standing around and a Russian lieutenant came up to her and said, "I take you." He served as our 55 guide and took us up through this church we wanted to see. Then we had our English speaking guide, an attorney. I said I wanted to give him something and asked if I could give him money. He said, "Absolutely not. They'll put me in jail." But he said he liked my jeans. So Hazel and I left a package on the back seat of the bus with my jeans in it and he picked it up. ROH: Where haven't you been that you might want to go sometime? EB: I think Australia. We were in Thailand and Hong Kong. I admire the Australians. I lost one of my best friends in the battle with the Japanese down there. My dad used to sing from South Pacific. I'd like to go there. ROH: You were very successful in the banking industry. What do you attribute your success to? EB: I think it was doing the right thing, first of all. No monkey business and a perseverance in cultivating human contacts—relationships with your staff so you didn't talk down to them. Like when we went to Nellis Field and a general came out in a flight suit like a normal trainee and I thought, "That's success—getting down in the trenches." Assimilating customs of the people and trying to understand what makes them work. In other words, why are we banking here, what do they want from us, and how do we go about it. I think relationships and how you treat people are prime—also, towing the line. We went where we were told. I attribute that to my wife because she was very flexible. Without her, I may have stayed in New York and not done any of this. The minute I said, "Pakistan," she said, "Okay." There was never any discussion or complaining. I attribute my success to my wife. She was with me in the trying moments. You have to have 56 support. Now that I've been talking to you, I've asked myself, "What if I had stayed in Ogden?" I could very well have been a salesman for Boyle Furniture for the rest of my life. It's hard to picture who was pulling the strings. Hazel always said God was looking over us and I think she's right. I think somebody was directing us through all this that we did. That's my problem now, I've run the mill and I think I have no more bridges to cross as far as advance or travel I'm content to just kind of sit back. Here in St. George there is a difficulty of communication because of where we were and what we did and our thoughts and perceptions. A lot of times, people turn you off; they're not interested. You get the idea that they want to talk about the local scene and the lack of water here in St. George. If our leaders would at least look at the world and look at what makes the world go 'round—and I stress religion—and try to understand civilizations that have lived according to the Quran for thousands of years and overnight you want them to change and you said, "We've got something better than what you have." I don't like isolation. I think we've got to understand what makes the world go around. China, Cuba, trade wars, and now they're undercutting us—so what? They've done the right thing; let's learn from them. What are they doing that we're not doing? What happened to our manufacturing abilities from the '50s and '60s when we were king of the hill? I think a lot of it is political, unfortunately. But I just wonder where we are headed and what our children's future will be. ROH: Do you keep in touch with people from Citibank? 57 EB: Oh yes, I have a lot of friends in Florida who I met in Colombia. I have my ex-boss in San Salvador and New York. He owns a bank in Bulgaria. He's been featured in Fortune magazine because it's the best bank in Europe. Joe Borgatti was my favorite. He was down to earth. But you get other people who get ahead of themselves because of their title or they want to isolate themselves from you and make you a lesser factor in running the bank. I've had some wonderful associations with people above me and I've had some I didn't like. ROH: What do you think about the changes that have happened with Citibank since you left? EB: We started out with the Rockefellers. In fact, Citibank is the oldest bank in New York. Through the years, leaders of the bank came from high society and we had people in there who were bankers by trade and by inheritance and they stayed the line; in other words, they held on to tradition and what we were good at. There was no variance. We had enormous control over our assets by our auditing departments. We held on to tradition under George Moore and Walter Wriston, then John Reed who was a genius but had a failing in personal communication. After Reed, you drop off. He was the last of the Mohicans. Next you get Sandy Weil who brought all of his ideas about insurance and things we didn't normally get into. He wanted to build an empire and we lost control of what we did best. Sandy did a tremendous job of building up assets, but he lost control of the inner workings and delegated too much. Then they made a bad mistake in naming Prince the president. He was an attorney by profession and knew very little about banking. We got off track. There was a law earlier that prohibited 58 banking activities outside of a certain area, like the derivatives and things we got into later. The derivatives were the downfall, they were dealing with assets they had no control over. I think Citi Group will survive because of all the help from the government but it back-fired. The major corporations, who used to be the pillar for the banking community, now have their own in-house bank. A depositor asks, "Will my money be safe with Citibank?" This goes right back to the economy. We don't have jobs and there's no money in circulation. ROH: How did you decide to create an endowment at Weber State? EB: "I have accepted this assignment with immense feelings of inadequacy, humility, and privilege, keenly aware that the man we honor and memorialize here today was, and is, a giant whose character, thought and deeds can never receive can never receive justice by the mere force of human utterance. Dr. Jennings G. Olsen is the only person I have ever known who is unqualifiably deserving of the title genius. One who, in fact, came closer than any of my acquaintances, of being a man for all seasons, as was said of Thomas Moore. Indeed, a virtual superman. I was an eighteen year old freshman just out of high school, anything but passionate about the need for an education. Wet enough behind the ears to have narrowly escaped drowning, my friend and new found mentor Jennings G, on the other hand, a man of twenty-five soon to receive his doctorate in philosophy from UCLA, had even read and absorbed more than most academics do in an entire lifetime. Along with the rest of my fellow students, I promptly found myself astounded by his incredible knowledge and memory, prodigious vocabulary, and his uncanny ability to quote chapter and verse from everything 59 and anything he had ever read. Even more importantly, his power to analyze, synthesize, and contain this ever-growing information within a context amendable to the humblest of intellects. Impeccably dressed in starched white shirts, ties and a sport coat, slacks inevitably pressed to a crease that would cut your hand, his cheery countenance well-scrubbed and glowing with vitality. Jennings was also the quintessence of organization. His lessons on Plato, Socrates, Aristotle, and other greats, such as Augustine, were always carefully outlined on the blackboard and completed with articulate and meticulously exact due. One of his oft-expressed mottos read as follows, 'Organization and schedule are the keys to success.' Nevertheless, his presentations were rarely limited to straight lecture and he made ample provision for student response through carefully inter-related and challenging questions that required us to engage in the unique experience of actually thinking." ROH: Who wrote that? EB: Gordon Allred. This is a eulogy he wrote for the funeral. I'll give you a copy. [See Insert]. There's a picture of him at Weber College in his younger days. Let me tell you, Gordon Allred's father was Thatcher Allred, who was in a department at Weber College who was a dominating factor in stage production. His mother was a poet. He came from a very talented family. I have a book that Gordon wrote about the Japanese Kamikaze pilots. He spent some time over there with a pilot who had survived. The book is spellbinding if you're interested. HB: I don't think you told them that he was born with a handicap. 60 EB: He was born with a club foot and he participated in pole-vaulting. Nobody knew about it unless you were an intimate friend of his. He never divulged that. He had a professional singing voice. He performed in operas and sang on television. People that knew him, like I did from day one, admired his ability to surpass all of his difficulties. But he never, ever complained. I think he was a little bit above the crowd and very intellectually powerful. Perhaps it was overabundant to the average student. He delved into the topic of the origin of life in order to show students that there were two sides to the equation, but he never pushed it. He went into Darwinism and just said, "This is something that people think about it. I'm not telling you what to think." He opened their minds and wanted people to be able to think instead of just being told. From my perspective, Hazel and I had nothing to do with Weber State. Then we went into Ogden one day and saw the campus there and I decided to go take a look. Carol Biddle was the catalyst. I walked in to her office and I said, "I'm Ted Boyle and maybe I have some money to donate." She said, "First thing, I want you to read this book by Sadler." So I went home and read that book from front to back looking for indices of Jennings Olsen. There wasn't a single award. I noticed the lesser degree people were getting awards and I said, "What happened to Jennings Olsen? Why isn't he mentioned somewhere?" That triggered my interest. I went back to Carol and said, "I want to do something for Jennings Olsen." That's where it started. I think Jennings was probably not a sociable person. I think he may have isolated himself in his books and his will to increase 61 his knowledge of religion and the world. It was just his background. He came through hell and high water and he was a person who should have been eulogized at the highest level—with his physical problems and coming from kind of a broken home. I really think that Jennings was so worldly that Weber County wasn't ready for him. He got his doctorate from UCLA and I think he would have been president of the university there. I think he was misplaced and in this community he was misunderstood. He didn't get the recognition he deserved. ROH: You've created that recognition. EB: No, I haven't, and I am so displeased that not one dollar from his staff, his friends, his family—there hasn't been one. I say, "What am I missing?" You would have thought someone, in the total time he taught there, would have said, "He taught me something and I'm going to put ten dollars in." I'm being facetious. ROH: You should get credit for stepping up. EB: It's still not recognizable as something that is popular. I think it's something that's there, but it's not an attention-getter. I really think that Dr. Olsen was in the wrong place at the wrong time. His manner of attacking world religion and making people understand where we all came from. All he wanted was for students to open their minds and think. He wouldn't tell him it was right or wrong. I'm disappointed because I think I tried and there's nothing to show for it. I thought maybe it would catch fire but I think it's going to die a natural death. ROH: It's there and people can find it. We appreciate the fact that you did this because I, for one, wouldn't know anything about Dr. Olsen if not for you. But each person 62 who gives to the university does it in a way that they are passionate about. You never know what's going to happen. EB: Maybe someday it'll be like when they resurrect these ancient scholars. Unfortunately, he didn't produce any work of his own. I have personal letters but I don't know if they should be made public or not. We were so different—he was an intellectual and, as I told you, I barely got passing grades. Maybe opposites attract. ROH: Is there anything you would like to add before we finish? EB: I'm infatuated with Ogden still, though I've left, and I want to know what happened to the Ogden I knew in the 1930s and 1940s. I can imagine it was the railroad departure and the entrance of the supply depot and Hillfield. Maybe it attracted a lesser culture. But it was king of the hill—people from Salt Lake traveled to Ogden to shop. It was a place of honor. As Tom Brokaw said, "The greatest generation," I think the class of 1940 from Ogden High was the class of a generation. I'm not being facetious, but that class had more activity and more people who were going places and doing it with little resources. The final shot is the Ogden Standard Examiner. I felt that in the 1930s, and 1940s, and 1950s, the Standard Examiner got inside of what was happening in Ogden—the people and what they were doing and where they were going. It was a very informative paper about doings. It seems to me that they've gotten off track now. You don't feel like you're a part of it anymore. ROH: Thank you very much for your time.

Issue 40.1 of the Review for Religious, January 1981. ; REVIEW FOR RELIGIOUS (ISSN 0034-639X), published every Iwo months, is ediled in collaboration with the faculty members of the Department of Theological Studies of St. Louis University. The editorial offices are Iocaled at Room 428; 3601 Lindell Blvd.; St. Louis, MO 63108. REVIEW FOR RELIGIOUS is owned by the Missouri Province Educational Institute of the Society of Jesus, St. Louis, MO. © 1981 by REWEW FOR RELiGiOUS. Composed, printed and manufactured in U.S.A. Second class postage paid at SI. Louis, MO. Single copies: $2.50. Subscription U.S.A.: $9.00 a year; $17.00 for two years. Other countries: $10.00 a year; $19.00 for two years. For subscription orders or change of address, write: Rt:vt~:w t'oR Rt:Lt(;tOUS: P.O. Box 6070; Duluth, MN 55802. Daniel F. X. Meenan, S.J. Dolores Greeley, R.S.M. .~eremiah L. Alberg, S.J. Joseph F. Gallen, S.J. Jean Read Editor Associate Editor Book Editor Questions and Answers Editor Assistant Editor January, 1981 Volume 40 Number 1 Manuscripts, books for review and correspondence with the editor should be sent to REVIEW t'ott RELIGIOUS; Room 428; 3601 Lindell Blvd.; St. Louis, MO 63108. Questions for answering should be sent to Joseph F. Gallen, S.J.; Jesuit Community; St. Joseph's Universily; City Avenue at 54th St.; Philadelphia, PA 19131. Back issues and reprints should be ordered from REVIEW t'OR RELIGIOUS; Room 428; 3601 Lindell Blvd.: St. Louis, MO 63108. ++Out of print" issues and articles not published as reprints are available from Universily Microfilms International; 300 N. Zeeb Rd.; Ann Arbor, MI 48106. Review for Religious Volume 40, 1981 Editorial Offices 3601 Lindell Boulevard, Room 428 Saint Louis, Missouri 63108 Daniel F. X. Meenan, S.J. Dolores Greeley, R.S.M. Jeremiah L. Alberg, S.J. Joseph F. Gallen, S.J. Miss Jean Read Editor Associate Editor Book Editor Questions and Answers Editor Assistant Editor REVIEW FOR RELIGIOUS is published in January, March, May, July, Sep-tember, and November on the fifteenth of the month. It is indexed in the Catholic Periodical and Literature Index and in Book Review Index. A microfilm edition of REVIEW FOR RELIGIOUS is available from University Microfilms International; Ann Arbor, Michigan 48106. Copyright © 1981 by REVIEW FOR RELIGIOtJS. Toward a Method for the Study of Spirituality Edward Kinerk, S.J. Father Kinerk is presently on sabbatical leave, doing post-doctoral studies in spirituality at St. Louis University. He resides at Jesuit Hall; 3601 Lindell Blvd.; St. Louis, MO 63108, A former professor of historical theology once described spirituality as a "gl0b" area. He explained this rather inelegant label by pointing out that spirituality enjoys an unlimited wealth of resources but possesses no tools for getting those resources organized. "I understand what it means to do history orto do theology," he objected, "but what does it mean to do spirituality?" StUdents contemplating work in spirituality will take small comfort in his remarks but they will know exactly what he meant, for, unlike most other academic disciplines, spirituality lacks both formal definition of its content and methodology proper to itself. Studies in the history of spirituality, prayer, religious life, Scripture, psychology, theology, and any number of authors and movements can be most beneficial in themselves, but where does one find the unifying principles to bring all this knowledge together? The occasional reader, who finds this or that work personally rewarding, will not be troubled by such abstract concerns,but this vagueness of content and style can be ~a formidable handicap for those who undertake a more thorough study, either for their own enlightenment or with the thought of being of service to others. In .the latter case one must analyze spiritualities, interpret them in their historical-cultural context, compare and contrast them to other spiritualities, and finally develop criteria for criticism and evaluation. The tools for such reflection are not commonly available in the way that they are for other disciplines, including theology.' Part of the difficulty lies in the very nature of spirituality. Except for the 3 4 / Review for Religious, Volume 40, 1981/1 Christological controversies of the fourth and fifth centuries it has been rare for theological speculation to elicit passionate responses on the part of Chris-tians, Spirituality, on the other hand, always makes at least an implicit appeal to the heart; it is much closer to people's lives and emotions than is theology. This is to be expected, but it places the "academic" study of spirituality in an awkward corner precisely because the material lends itself so immediately to practical application, the pastoral. Consequently, spirituality as a discipline finds itself more often called upon to train spiritual directors and retreat-givers than to engage in reflection. This onesidedness is risky. Spirituality can-not afford to neglect the mistakes or the riches which are a part of its heritage; nor can it forego with impunity the arduous task of using the theoretical pro-cess to correct the subtle mistakes of common sense.~ In a recent article for REVIEW FOR RELIGIOUS, Father Alan Jones chronicled the split between devotion and theology--head and heart--and called for the redevelopment of mystical theology in order to "combat the tendency to anti-intellectualism today, particularly in areas where religious experience is concerned.-3 Using William Johnston's definition of mysticism as "wisdom or knowledge that is found through love,'" Father Jones sug-gested contemplation--which includes all levels of knowing--as the means of bringing reflection into religious experience and religious experience into theological reflection. Father Jones's concern to bring head and heart together must be a con-stant preoccupation for spirituality; the great classics were developed more in the chapel than in the library, though they depended on both. However, I believe that we have an auxiliary task which is less "creative" and more "organizational" in character. In order to bring the vast and often unwieldy material from the history of spirituality into the arena of our prayerful reflec-tion it must first be arranged into digestible form. The purpose of this article will be to suggest some questions or distinctions by which such arrangement can proceed: in other words, a method for the study of spiritualities. Of course, this is an ambitious undertaking, and 1 will protest in advance that ' Theologians may protest that method is a problem for them, too, but at least work is being done. Recently David Tracy has suggested five basic models which have influenced theologica~ inquiry: orthodox, liberal, neo-orthodox, radical, and his own "revisionist" model. See David Tracy, Blessed Rage for Order (Seabury, 1975), pages 22-34. Tracy has been influenced in part:through. his long association with the thought of Bernard Lonergan. In a very important work, Method in Theology (Seabury, 1979; first published: Herder & Herder, 1972), Lonergan ~ipplied his transcendental method to the task of developing a method in theology. 1 will cite Lonergan only briefly in the course of this article, but 1 need to acknowledge that the influence of Method has been considerable. 2 For an explanation of the relationship of the realm of common sense and the realm of theory, see Lonergan, Method, pp. 257-258. ' Alan Jones, "Spirituality and Theology," Rt~vm'w ~oR R~.l.~G~Ot~s 39 (1980), p. 171. ' William Johnston, The Inner Eye of Love (Harper & Row, 1978), p. 20. Jones cites this on p. 170 of his article. Study of Spirituality / 5 these are remarks "toward a method." But since the need is great, I hope that .any venture in this direction might prove useful. Spirituality needs (1) a definition of itself, (2) some tools for analyzing a particular spirituality, (3) some guidelines for relating a spirituality to other spiritualities, and (4) some criteria for evaluation. In the pages that follow I will make attempts in the first three areas and then conclude with some limited thoughts about the fourth. What Is Spirituality? Everyone has a notion of spirituality, but efforts to pin it down in defini-tion can, be frustrating. It is everywhere yet nowhere; its scope is so vast-- potentially as vast as the sum and depth of all human experience--that workable content virtually disappears. Spirituality has been described as "life-style." If we realize that this means more than length of hair and particular preferences for food and clothing, this definiton is actually quite good. A person's spirituality is the way in which he or she lives in accordance with basic values. The famous Swiss theologian, Hans Urs von Balthasar, has given this a more philosophical formulation: "The way in which [an individual] acts and reacts habitually throughout his life according to his objective and ultimate insights and decisions.''~ The strength of such a definition lies in its completeness; its weakness is that it is too complete. We are left afloat on a sea of private human experience with no markers to make this or that dimension of experience stand out. These defini-tions are good because they include everything, but they are not workable because they distinguish nothing. And without distinctions analysis is impossible. What should we look for in a workable definition? First of all, a definition of spirituality for the purpose of study should limit the material to what is expressed. Nothing canbe studied unless it iscommunicated in some way. It is true that spirituality must deal with the mysterious depths of the human per-son in relationship to God and that. this mystery often defies conceptualiza-tion. However, it is usually open to communication through symbolization; and this, too, is a form of expression. Spirituality studies expressions, and these expressions can be conceptual or symbolic: they can be words, or they can be art, music, architecture, or indeed any form of human activity. Of course, an individual's full experience of his or her relationship with God can never be adequately expressed., not even symbolically. This is simply a dif-ficulty which the study of spirituality must accept; we can only examine what is expressed and yet we know that the expression is never exhaustive of the reality. Secondly, a definition of spirituality should contain the idea of personal ~ Hans Urs yon Balthasar, "The Gospel as Norm and Test of All Spirituality in the Church," from Spirituality in the Church, Christian Duquoc, editor, Concilium, vol 9 (Paulist, 1965), p. 7. 6 / Review for Religious, Volume 40, 1981/1 growth. There is no spirituality for an animal, nor do we ever speak of God's spirituality.~ What distinguishes the human condition is growth beyond self, self-transcendence. There is a restlessness which is a constant striving to move from the less~ authentic to the more authentic. This is why spirituality gravitates so readily to psychology, and it is precisely the point at which the greatest care must be exercised not to confuse the two.7 Finally, as indicated earlier, a workable definition must contain markers: terms in the definition which orient the material by distinguishing what is important from what is unimportant. Without some means of making distinc-tions the material of spirituality presents an undivided sameness inimical to study. Markers differentiate that material; and this, in turn, facilitates ques-tions for analysis. The particular selection of markers will necessarily be somewhat arbi.t.rary. Here I have chosen to view any spirituality primarily from the standpoint of expressions of the authentic and expressions of the inauthentic. A spiri'tuality, then, is the expression ofa dialecticalpersonal growth from the inauthentic to the authentic. There are three ingredients in the definition: expression, dialectical personal growth, and authentic-inauthentic. Expres-sion need not be clarified further. Growth has been called dialectical to underscore the fact that all spiritual growth is a simultaneous "yes" to one thing and a "no" to something else. Each step toward the authentic demands a corresponding rejection of the inauthentic.8 The Gospel of Luke manifests this dia.lectical character in its expression of the beatitudes: every benediction has its corresponding curse (Lk 6:20-26). Inauthentic and authentic are the markers referred to above. The total authenticity of a human person would be his or her complete self, transcendence in love. Conversely, total inauthenticity would be complete self-alienation, self-centeredness in hate. For our purposes, however, expres-sions of the authentic and inauthentic will normally be but partial representa-tions of these absolute states. In a famous line from the Imitation of Christ, for example, compunction is an expression of the authentic while vain knowledge is an expression of the inauthentic;9 they are signposts along the ~ Process theologians may take exception to this. In a di-polar notion of God one might be able to speak of God's spirituality: "God in his consequent aspect receives into himself that which occurs in the world, so that it becomes the occasion for newer and richer, as well as better~ concretions in the ongoing movement of divine activity," W. Norman Pittenger, "Process Thought: A Contem-porary Trend in Theology," Process Theology, Ewert H. Cousins, editor (Newman, 1971), p. 27. Even if one were to accept this position, it would be quite difficult to move from the idea of a spirituality of God to its description. ' It is very easy for spiritual direction to become psychological counseling. Of course, sometimes this is desirable because it is counseling which is needed, but often we slide into a counseling framework simply because it seems to have more substance than spiritual direction. This again reveals the necessity of definition and methodology proper to spirituality. a Lonergan views this as a fundamental characteristic of religious development. See Method, p. II0. Study of Spirituality / 7 way. Furthermore, specific expressions of the authentic and the inauthentic are not always univocal, even within the sam, e spirituality. In the Cloud of Unknowing, meditation on Christ's passion can be either an expression of the authentic or the inauthentic, depending on the stage of one's contemplative development.'° Questions for Analysis In an age as hermeneutically conscious as our own, it need not be stressed that a pre~'equisite for the analysis of any spirituality is some understanding of its historical-cultural context. To be unaware, for instance, that the end of the Roman persecutions coincided with the great movement to the desert in the fourth century would be to miss the opportunity for many insights into the roots of desert spirituality. The historical-cultural context is available for anyone who wishes to take the time to do someresearch. Our project assumes that this research can and will be done, but we are concerned here with something more general. Questions for analysis must serve two purposes. They must provide a means of organizing the material of a spirituality in such a way that the material can be more easily assimilated. In other words, they must teach us how to read and. how to retain what we read more effectively. The other pur-pose is that of comparison and contrast. The questions for analysis must be such that they canbe asked more or less equally of any spirituality. It is only by putting the same questions to many different bodies of material that we can begin, the,process o.f comparing similarities and contrasting differences which will lead us to deeper understanding. The first question flows immediately from the terms of the definition: what.are the expressions of the authentic and the inauthentic? An effective way to begin answering this question is to make a list. Reading through the SpiritualExercises of St. Ignatius, for instance, we would observe that shame and confusion, sorrow, tears, anguish, intimate knowledge, poverty, humility and gratitudeI' are but some of the expressions of the authentic; and we could do the same for expressions of the inauthentic. Making a list is a good way to begin because it directs us to the text with a simple and specific objective: how does the spirituality express what it values and what it rejects? An exhaustive 9 "I would rather feel compunction of heart for my sins than merely know the definition of com-punction," Thomas a Kempis, The Imitation of Christ, edited with an introduction by Harold C. Gardiner (Image, 1955), Book I, chapter 1. ,o The Cloud of Unknowing, by an anonymous fourteenth-century Englishman, edited and in-troduced by William Johnston (Image, 1973), chapter vii. , '~ Ignatius Loyola, Spiritual Exercises, translation by Louis J. Puhl (Newman, 1954). Shame and confusion, sorrow, tears and anguish are from the First Exercise of the First Week, #48; intimate knowledge of Christ is from the First Comtemplation of the Second Week, #104; poverty and humility are from the Two Standards, #147; and gratitude isffrom the Contemplation to Attain the Love of God, #233. 8'/Review for Religious, Volume 40, 1981/1 list is rarely possible or even desirable, but we do want to be certain that we ini-tiate our analysis by carefully gathering all of the pertinent expressions. A list gives us the concrete expressions from which to work, but it is too one-dimensional to be of more than limited value. By itself a list cannot single out those expressions which are of special importance, nor can it fit them into a pattern of meaning. What we lack is an organiz.ing form'2 which could give the expressions depth and a relationship to one another. In the SpiritualExer-cises an excellent illustration of such a form is the image of the Two Stand-ards: the Kingdom of Christ verstis the Kingdom of SatanI' ~ The Kingdom of Christ gives depth and relationship to t.he expressions of the authentic while the Kingdom of Satan does the ~ame for the inauthentic. Intimate knowledge, poverty, humility, gratitude and the like contribute definite nuances to the understanding of the nature of these two kingdoms; and the expressions, in turn, receive their full meaning only in relationship to the complete image. The Two Standards are the unifying image for expressions in Ignatian spirituality. While Ignatius himself gives the organizing form of the Two Standards, it is often necessary to uncover a form which is not itself one of the particular images used in a given text. Such would be thecase in the Life'ofAntony by Athanasius. ~4 Clearly the text does not lack for images, but the best organizing form is rather the structure which Athanasius employs to develop his story: a series of four withdrawals by Antony, each one into greater solitude. The authgr uses these withdrawals to highlight periods of development in Antony's life, and each period unifies a corresponding set of expressions of the authentic and the inauthentic. In the first withdrawal Antony left his home to li~,e on the outskirts of the village with an older ascetic. The expressions of the authentig and the inauthentic are characteristic of a "novitiate" period: zeal, faith, desire for purity of heart, imitation 6f the older ascetic were set in opposition to anxiety over f~mily, money, fame, difficulties of asceticism and sexuality. In the second withdrawal, closing himself into a tomb,, the chief ex- '~ The identification of basic units (expr~essions of the authentic and the inauthentic) and the discovery of the forms by which these expressions are related have a slight resemblance to struc-turalism. However, a double caution is in order. In i!s extreme sense structuralism can become an ideology in which all we can know about a system are its basic units and their associations; further meaning would be denied. In a less ideological sense structuralism is a method of inquiry which can be more friendly to theology and spirituality, but even here--as the term can be 'very am-biguous- l wish to make clear that my own use is limited to exactly what has been described in the text. '~ Spiritual Exercises, #13~,- 148. ~' St. Athanasius, Patriarch of Alexandria, was probably the author of the Life ofA ntony shortly after the hermit's death in 356. Antony represented a prototype .for the desert fathers, and, whatever the historical accuracy of the Life, it c~ertainly had a profound influence" on desert spiritqality. This important work is once again available in English: Athanasius: The Life of St. AntOny and the Letter to Marcellinius, translation and introduction by Robert C. Gregg, preface~ by William A. CIcbsh (Paulist, 1980~ Study of Spirituality p~'essions of the inauthentic are wild imaginings, terror and the temptation to flight, while defiance of the demons, perseverance and faith are expressio ~ns of the authentic. From the tomb Antony went to live in an abandoned fort in the desert where he was besieged by the demons. A hint of weariness from the clamor of the demons is the only expression of the inauthentic while expres-sions of the authentic reflect Antony's growing strength: confidence, utter equilibrium, purity of soul, and so forth. Antony's final withdrawal was to the "inner mountain" which is described in paradisal terms. The expression of the inauthentic most characteristic of this period is pride in the power God has given him; while the expressions of the authentic are the manifestations of the power of the Spirit working through Antony: overpowering the demons, curing the sick, instructing the monks and confiz lnding the heretics.~ It is not always possibly to find a single form o of material together. One rather difficult text is tt fine analysis of this spiritual classic, Bernard SI truths which they [the four books of the Imitati~ ranged according to a precise play, a rational s~ dialectic."~6 Much of the difficulty is due to the sl of thoughts useful to the spiritual life, possibly There is a variety of equal themes, and so no sine could give unity to all the expressions. The most o is to discover, or invent, several forms which toge into useful patterns. As a corollary to the organizing forms we can i of the authentic and the inauthentic for stages of s life is a type of growth but in many well-devei specified stages,'7 and the key for detecting thesl sions of the authentic and the inauthentic. When ~ authentic becomes an expression of the inauthen growth has been crossed. An example of this ha~ i the Cloud of Unknowing: meditation on Christi! the authentic for the beginner but just the oppt vanced in the spirit of contemplation. Sometimes 'image which will tie a body Imitation of Christ. In his ~aapen has noted that "the n] enfold have not been ar-ructure, or a psychological yle of the work: a collection by more than one author. le form can be found which ne can do in such a situation ther best gather the material dso examine the expressions !iritual growth. All spiritual 9ed spiritualities there are ~ stages lies with the expres-particular expression of the tic, then a stage of spiritual dready been furnished from passion is an expression of ~site for someone more ad-the stages of growth will be '~ The four journeys: leaving his home to live on the outskirts of a village (Life of Antony, c. 4); living in the tomb (Ibid, c. 8); from tl~e tomb to the abandoned fort (Ibid, cc. 11-12); and the withdrawal to the inner mountain (Ibid, cc. 49-51). ,6 Bernard Spaapen, "A New Look at an Old Classic," from Imitating Christ, E. Malatesta, editor, Religious Experience Series, vol. 5 (Abbey Press, 1974). This work is a translation from the French Dictionary of Spirituality. " Frequently a spirituality will describe the break between an unreflective Christian life and the desire to lead a more spiritual life. Another break occurs later when the Christian leaves the period characterized by struggle and "spiritual achievement" and moves more into a climate of sur-render and "spiritual giftedness." The classical distinctions have been the three ways: purgative, illuminative, and unitive. 10 / Review for Religious, Volume 40, 1981/1 the structure giving unity to the material, but this will not always be the case. The second question for analysis comes from the idea of personal growth. A ~pirituality which reaches the state of expression does not appear out of the vacuum, but it is the maturation of much personal experience. One or many have traveled a similar dialectical journey from the inauthentic to the authen-tic and from this experience comes a wealth of valuable insight. This insight, which embodies both the techniques and the lived experience of the journey, can be called wisdom, and it is the ob)ect of the second question: what is the wisdom of a particular spirituality? To discover the wisdom of'a particular spirituality we must look at its teaching. In what special manner does a spirituality propbse.to find God, and what experience flows from its techniques of encounter? In the Life of Antony, for example, wisdom comes especially from the experience of solitude, x~hich for the desert fathers meant struggle with demons representing every imaginable thought or feeling. The wisdom of the Life of Antony is expressed in a long speech by the hermit to a group of other hermits assembled for the occasion.'8 This speech, often called a speech on discernment, is a description of what to expect in solitude and how to deal with whatever (or whomever) occurred. The wisdom of the desert employs some of the most colorful and varied imagery in the history of spirituality, but it is always characterized by the detection and diminishment of interior turmoil in order to find and preserve apatheia.'9 A very different example, though with striking parallels, is fouhd in the wisdom of St. Ignatius. The Spiritual Exercises express wisd6m not in speeches but in appendices: rules for thinking with the Church, rules for eating, rules for discernment, and so on. Ignatian wisdom, however, is not contained equally in all these rules but in one special and famous set: the rules for the discernment of spirits.2° As mentioned above, the primary image of lgnatian spirituality is the Two Standards, and the go~.l is to serve with Christ who wishes to spread his Kingdom and defeat the Kingdom of Satan. Now these kingdoms will enjoy victory or suffer defe~t as a result of our particular choices. However, the kingdoms are distinguished from each other less by the ,8 Life of Antony, cc. 16-43. ,9 Apatheia was the ascetical goal of the desert fathers. It was not apathy but rather a state of in-terior calm and recollection. Athanasius described this state in the Life of Anthony: "The state of his soul was one of purity, for it was not cpnstricted by grief, nor relaxed by pleasure, nor affected by either laughter or dejection. Moreover, when he saw th'e crowd, he was not annoyed any more than he was elated at being embraced by so many people. He maintained utter equilibrium, like one guided by reason and steadfast in that which accords with nature" (c. 14). Perhaps the best summary of desert wisdom is contained in the writings of Evagrius Ponticus (d. 399), especially in his Praktikos. This has been translated together with Chapters on Prayer and published as Praktikos: Chapters on Prayer translated and edited by John Eudes Bamberger, O.C.S.O. (Cistercian Publication, 1970). ~o Spiritual Excercises, #313-336. Study of Spirituality object of a particular choice than by attitudes. Consequently, the disciple of Christ must differentiate between objects of possible choice according to authenticating.feelings (attitudes) or their opposites. The rules for the discern-ment of spirits, are Ignatius' wisdom for making this all important differentia-tion and decision. There is no need to multiply examples. Wisdom gets at the heart of a particular spirituality because it taps the special experience of the person or persons who have lived it. Often referred to "thoughts" in describing the struggle of solitude and to apatheia as the goal of that struggle. For Ignatius, the key word would be discernment. On the other hand, there need not be but one wisdom for every spirituality. Moving beyond the Spiritual Exercises one could speak also of a wisdom of obedience in Ignatius. The 0b)ective~is to identify the central insights of a spirituality; insights, however, that flow from matured experience. Finally, we.should underline the fact that questions for analysis--expres-sions and wisdom--are effective for focusing and organizing the material, but they certainly do not exhaust its riches. In addition to the fact that no set of questions can ever draw everything from the material, a spirituality will always retain a certain opacity regardless of how carefully it is scrutinized; ~and we will always find ourselx~es returning to the source for clarification, new insight, and personal edification. However, at some point in time we must determine that an analysis is finished, both in the number of questions asked and in the depth of the answers. It is the suggestion of this article that the two questions given above will focus and organize the material sufficiently to enable us to turn to the wider arena of comparison and contrast of different spiritualities. Questions for Comparison and Contrast Bernard Lonergan has described method as"a normative pattern of recur-rent and related operations yielding cumulative and progressive results.''2' What we have thus far isnot a complete method but its foundation. Questions for analysis provide a normative pattern of operat!ons which can be applied to. any number of particular spiritualities, but only continued application fol-lowed by comparison and contrast will yield cumulative and progressive results. Now the general matter for any comparison and contrast would normally be the exprbssions of the authentic and the inauthentic, the images and forms which give them unity, and the expressions of wisdom. From this one could proceed in any number of ways depending only on time, interest, and avail-ability of sources. Let us suppose, for example, that someone was interested in the general topic of prayer and that he or she had some familiarity with both 2, Lonergan, Method, p. 4. 12 / Review for Religious, Volume 40, 1981/1 the Cloud of Unknowing and the works of John of the Cross. Even an exami-nation'of the titles would reveal that "cloud" and "night" are expressions of the authentic for both. A study of the similarities and differences between the Cloud's understanding of "cloud" and John of the Cross's understanding of "night" might prove to be a straightforward and interesting investigation into the meaning of apophatic prayer.2' Ordinarily the work of comparison and contrast will draw heavily on our ability to understand the relative hist6rical-cultural contexts. This can be given some direction, however, if we keep in mind two principles for compari-son. The first is that a spirituality cannot help but reflect certain cosmological perspectives. As a result we should always ask: what understandings of space and time shape the relationship between self, world, and God for a particular spirituality? For example, the Life of Antony used a simple cosmological framework which placed a person on top of the world but under two concen-tric hemispheres: the air, which was the abode of the demons, and the sky, which was heaven and the abode of God. Thus, to go to God one had to leave the world and ascend through the air, and this meant battles with the demons. Today we experience ourselves through a cosmology which is couched in evolutionary and psychological terms. Instead of place, time is the important parameter: it is no longer "up" and "down" which correspond to the authen-tic and the inauthentic but "transformation" and "regression." The discovery and investigations of the unconscious have forged a new vocabulary for our descriptions of evil, human growth, and the nature of freedom. The unconscious has also given us a new locus for expressions of the authentic and the inauthentic. The cosmology of the day--be it Antony's, our own, or any other--will not only shape the expressions of spirituality but it will also locate those expressions in accordance with its perception of the relationship in time and space of self, world, and God. ~: The cosmological questions can be made specific. The question, "'Where is Christ?" yields interesting resolts when asked of St. Basil the Great (fourth century) and St. Ignatius (sixteenth century). Each has a passage about Christ the King and his call to men and women to follow him, but note the different images for describing where Christ is and the practical consequences for discipleship. For Basil: "Where is Christ the King? In heaven, to be sure. Thither it behooves you, soldier of Christ, to direct your course. Forget all earthly delights.''23 Ignatius, however, perceived the world as friendlier potential for the self's encounter with God: "Consider Christ our Lord, standing in a lowly place in a great plain about the region of Jerusalem . ,,2, And instead of forgetting the world in order to go to Christ in heaven, Ignatius See note 28 below. Basil, "An Introduction to the Ascetical Life," From St. Basic, Ascetical Works, TheFathers of The Church vol. 9, translated by Sister M. Monica Wagner, C.S.C. (New York, 1950), p. 9. Spiritual Exercises, #144. ¯ Study of Spirituafity / 13 encourages people to follow a Christ who "sends them throughout the whole world to spread his sacred doctrine among all men, no matter what their state or condition.''25 We can do similar comparisons for time. "'When will Christ come?" For St. Paul and the early Christians the answer was, "Soon!" But for most of the Church's history until recently, the question of time hasn't been that impor-tant. Most Christians tended to regard the world as having a certain timeless stability. The important time was not Christ's coming in glory but the individ-ual's meeting with Christ at death. Today, however, an evolutionary con-sciousness has made time very important. When will Christ come for someone imbued with the vision of Teilhard de Chardin? He will come when the human race, now responsible for cooperating in its own evolution, will have (with God's grace) brought about the kingdom. Statements about time and place are not theological statements; they are descriptions of world views. The location of a spirituality within its particular cosmological framework makes possible the comparison and contrast of similar expressions which come from widely different historical-cultural con-texts. It would be far beyond the scope of this article to attempt to outline the world views which have shaped and been shaped by western thought, but it is worth mentioning here two books which are particularly insightful: Romano Guardini's The End of the Modern World and John Dunne's A Search for God in Time andMemory.~6 Guardini has mapped out four cosmologies fun-damental to the history of western thought: classical, medieval, modern, and post-modern. If we take into account that much has occurred which might further clarify his analysis of the present (post-modern) period, this work is very useful. Dunne has given the study of world views an interesting refine-ment by pointing to the different~ ways in which autobiographies have been written: a story of deeds (classical), a gamut of experience (Augustine), a lad-der of experience (medieval), and a story of appropriation (modern and con-temporary). This does not do justice to the nuances given by Dunne, but the distinctions he introduces are invaluable for appreciating the genres under which spiritual growth has been described. A second principle for comparison and contrast is that there exist specifi-cally different, yet equally valid, spiritualities within the Church. In other words, spiritualities differ not only because of various historical-cultural backgrounds, but they also differ according to type. Of course, a rigid and exclusive classification would be impossible and undesirable, but the varied emphases of many spiritualities suggest that we might discover several models which would help us to better understand similarities and differences. ~ lbid, #145. 2~ John Dunne, A Search for God in Time and Memory (Macmillian, 1967). Romano Guardini, The End of the Modern World, edited with an introduction by Frederick D. Wilhelmsen, translated by Joseph Theman and Herbert Burke (Sheed and Ward, 1956). "14 / Review for Religious, Volume 40, 1981/1 To develop models it Js necessary to select criteria for differentiation. This selection, always arbitrary, establishes the parameters by which the models are distinguished. Here the criteria will be "attitudes" toward two potential loci for expressions of the authentic: the world--including human society and institution--and history--especially change and conversion. We can deter-mine the models by asking this question: does a spirituality view the world and/or history as a positive locus for expressions of the authentic?2' If a spirituality is not positive toward either we will call it apophatic; if it is positive toward both we will call it apostolic; if it is positive toward the world but not toward history we will call it city-ofrGod; and if it is positive toward history but not toward the world we will call it prophetic. At one extreme, answering "no" to both the world and to history, are the apophatic'8 spiritualities. These are the mystical spiritualities known to us today primarily through the Cloud of Unknowing, John of the Cross, and Thomas Merton. For an apophatic spirituality, the chief expression of the authentic is negation of the specific image: one goes toGod through unknow-ing or through darkness. It should be stressed, however, that the apophatic spiritualities do not necessarily hold that the world is evil or that history is meaningless; one need only think of the concern and involvement of Thomas Merton. The apophatic spiritualities emphasize a wisdom of contemplation through negation, and the goal of that contemplation is the love and knowledge of God. A curiosity of apophatic prayer is that its central insight-negation- should never be practiced by a beginner. Both the Cloud and John of the Cross counsel that apophatic prayer is not for everyone, that beginners should definitely rely on the media.ting image, and that there are signs by which one can know if he or she is called to this form of prayer.'9 At the other extreme, answering "yes" to both world and history, are the apostolic spiritualities. An apostolic spirituality views the world and history as a locus for self-transformation, Its expressions can vary greatly. Ignatius was concerned with "the defense and propagation of the faith and the progress of souls.''3° For Ignatius holiness was found through an involvement with the 27 The idea for this came to me from reading John Macquarrie, Christian Hope (Seabury, 1978). In a s~ction called, "A Typology of Interpretations" (pp.86-88), Macquarrie works out four types of Christian hope: individual vs. social, this-worldly vs. other-worldly expectations, evolutionary vs. revolutionary, and realized vs. future. 2a Apophatic: in speaking of God one can either affirm certain truths (kataphatic theology) or, realizing that God is beyond any conceptualization, one can speak o'f him by negation (apophatic theology). The apophatic mystics are those whose way the the way of unknowing. This can be found to a high degree in many mystical writers, and the chief source for ~their apophatic vocabulary is the work of a mysterious Syrian monk of the t:ifth or sixth century who has been known through the ages as Dionysius the Areopagite or pseudo-Dionysius. 29 Cloud of Unknowing, c. 75. John of the Cross~ Ascent of Mount Carmel, translated, edited, and introduced by E. Allison Peers (Image, 1958) Book I1, c. xiii, pp. 219-223. ~0 Ignatius Loyola, The Formula of the Institute, as contained in the papal bull, Exposcit debitum Study of Spirituality world in an attempt to spread the kingdom. Ignatius' successor, Father Pedro Arrupe, wants "the conversion of the individual" but he also wants to "transform the world into a fit habitation for justice and humanity.''3' It is important to distinguish apostolic work from apostolic spirituality as that model is being described here. Everyone is called in some way to the apostolate, but not everyone seeks God primarily through involvement with the world and the transformation of its history. When a particular spirituality adopts the vocabulary of involvement and transformation in its expressions of the authentic and the inauthentic and in its statement of wisdom, then it exem-plifies the essential marks of the apostolic model. A city-of-Godspirituality, saying "yes" to the world and "no" to history, is characterized by the location of expressions of the authentic in one special place in the world to the exclusion of others. This place, which then becomes a reflection of the kingdom of God, could be a monastery, the home, or even the individual human heart. St. Benedict summarized his wisdom in the form of a Rule: how to live the kingdom together in the monastery. The Imitation of Christ counsels flight to the safety of our own hearts where "you will see the kingdom of God come into your soul.''32 A city-of-God spirituality has probably been the norm for most Christians throughout history, and it is also a characteristic of every other type of spirituality, even if not the primary one. Whenever we focus on a particular community or on our own heart we are highlighting the city-of-God dimension of our spiritual lives, The prophetic spirituality finds expressions of the authentic in .history but not in the world. The Old Testament prophet offered interpretations of history as well as judgments. The radical poverty of St. Francis of Assisi was a judgment of the abuse of material wealth and it was a sign of hope in a God who would fulfill all promises. Prophetic spirituality is often characterized.by living one or more of the gospel values to an extreme: Francis and poverty, the virgins and ascetics living a life of celibacy while awaiting martyrdom in the early Church, or the gospel-motivated civil disobedience in our own times. While prophetic spirituality often contains the dimension of a "challenge" it certainly need not be a gloomy spirituality--as witnessed by the joy of St. Francis. Once again, we must not adhere to these models too rigorously. The ex-amples given above illustrated the tendencies of their respective models to a marked degree; but most spiritualities, includ!ng those mentioned, are mix-of July 21, 1550. Translation from Th~ Constitutions of the Society of Jesus, translated and edited by George Ganss (Institute of Jesuit Sources, 1970), p. 66. ~ Pedro Arrupe, "The Challenge of the World and the Mission of the Society," opening address to the Thirty-Second General Congregation of the Society of Jesus. Published in .4 Planet to Heal translated with notes by John Harriott (Ignatian Center of Spirituality, Rome, 1975), p. 312. ~ Imitation of Christ, Book 11, c. 1. 16 / Review for Religious, Volume 40, 1981/1 tures of all four, with perhaps one or more predominating. With this caution. in mind we could make use of the models to organize and clarify the dif-ferences and similarities we observe among the various spiritualities. For ex-ample, both Ignatius of Loyola and John of the Cross were sixteenth-century Spanish saints who shared the same geography and culture. The spiritualities of both these men are familiar enough to us that we would not be surprised to find a number of significant differences in spite of similar backgrounds. We know that consolation is an important part of the spirituality of Ignatius: it is an expression of the authentic, something to be sought in prayer. For John of the Cross, on the other hand, consolation in prayer was often a sign of the in-authentic: the contemplative advancing in prayer should neither seek consola-tion nor trust it when it came.~3 This apparent contradiction is resolved when we remember that we are dealing with two very different models of spiritual-ity. John, the apophatic mystic who shuns specific images so as to approach God in the "night," is consistent within his model when he rejects consola-tions. Ignatius, the apostolic man who finds God in the world through specific choices, is consistent in asking to have these choices confirmed through con-solation. Apophatic and apostolic are different paths of spiritual growth. Towards Evaluation Ultimately evaluation is the responsibility of the Church, and over the cen-turies she has generally given a wide latitude to the expressions claiming to be of the Spirit. As long as a spirituality refrained from making its charism nor-mative for all Christians, maintained a balanced view of theology and human nature, and did not habitually defy the directions of the hierarchy, the Church has been at least tolerant if not actively supportive. Ronaid Knox has catalogued a number of exotic spiritual movements beginning with the Corin-thian community, and his very thorough work is an encyclopedia of spiritual aberrations together with the appropriate judgment of the Church.3' Negative criteria are much easier to establish than positive, and the records of the Holy Office detail specific distortions to be avoided rather than positive principles on which to build. But, then, most great spiritual leaders did not consult the Vatican archives in order to construct a charism; they responded to the work of the Spirit and left the editing to others. Nonetheless~ it is possible to point out three indicators of a good spirituality: good theology, good sense, and good results. Good spirituality must flow out of the Christian communi-ty's understanding of the gospel and hence must exhibit good theology. Spirituality is a human movement, and so good spirituality should reflect a keen sensitivity to the human condition--good sense. Finally, a good spirituality will produce good results because it will be the work of the Holy Spirit-- "Whoever remains in me, with me in him, bears fruit in plenty" (Jn 15:5). John of the Cross, Ascent of Mount Carmel, Book II, cc. 4, 7. Ronald Knox, Enthusiasm (Oxford University Press, 1961). Study of Spirituality / 17 Good theology and good sense are not abstract principles which can be ap-plied unerringly to any new situation. In most cases they are the culmination of a long process of give and take between the Church and the proponents of a new spirituality. On the one side there must be an increasingly sympathetic understanding of the expressions of the new spirituality; on the other, there must be a growing clarification of the meanings of those expressions. Let us take St. Francis of Assisi and the Franciscans as an example. The cry for the vita apostolica--a return to the life of the gospels in penance, poverty, and preaching--did not appear suddenly in 1206 when Francis over-came his fear of leprosy. The twelfth century had already witnessed a large nu.mber of spiritual movements toward the vita apostolica, and many of these movements were in tension with the Church. A change in the socio-economic climate, the abuses of wealth especially among the clergy, and the Church's own reforms of the eleventh century had brought about a hunger for new ways of expressing the spiritual aspirations of those who did not feel called to the cloistered life of the monastery. The Cathars,3~ the Humiliati,~6 and the Waldensians~' were some of the better known movements which answered to this hunger. Almost inevitably there was resistance from the official Church. If we leave aside misunderstandings and personal animosities, this resistance was usually on theological and pastoral grounds. Theologically, the new movements presented opinions ranging from the outright dualism of the Cathars tothe denial of the validity of a sacrament administered by a corrupt priest. Such theological opinions, which touched the sacramental nature of the Church, could not be tolerated. Pastorally, the issue was normally over the right to preach. Did a person who took the gospel seriously and lived poorly have the right to preach without the permission of the local clergy or bishops? Both the Waldensians and the Humiliati approached Rome for approval but were rebuffed on the question of preaching. No one denied the need for greater poverty, and the pope himself called ~' The Cathars, also known as Albigensians, were especially active in southern France from the middle of the twelfth century. They were virtually a distinct religion with their own organization of dioceses. Theologically they were influenced by the Bogomils of Bulgaria whose theology can be traced back to a Manichean dualism. ~6 The Waldensians were an evangelical movement founded by Valdes, a merchant from Lyons~ They attempted to remain orthodox but were forbidden to preach at the time of the Third Lateran Council (I 179). ~' The Humiliati appeared in northern Italy during the second part of the twelfth century. They were forbidden to preach in 1179 but were eventually reconciled to the Church by Innocent III in 1201. He gave them a threefold rule which regulated the men as canons regular, the women as religious, and a group of married people as a type of third order. For an interesting treatment of the dealings of Innocent Ill with the Humiliati see Brenda Bolton, "Innocent lll's Treatment of the Humiliati", from Popular Belief and Practice, edited by G.J. Cuming and Derek Baker (Cambridge University Press, 1972). 18 / Review for Religious, Volume 40, 1981/1 the bishops and clergy to task for their failure to preach the gospel;38 it was a c/uestion of finding the right form. What took place in the twelfth century was a twofold development whereby the new expressions of spirituality were being clarified against the theological-pastoral demands of the Church; and the Church was learning to listen with more sympathy to the different spiritual needs of her people. By the end of the century the time was ripe for Francis and Dominic. Of course, the phenomenon of St. Francis was not just the inevitable out-come of an historical development. It was also the special work of God's grace in a man who was both generous enough to respond to the call for a life of radical poverty and humble enough to listen to the voice of the Church. Nonetheless, that long century of development points to the kind of prepara-tion and hard work out of which true spiritual insight is born. Nor did Innocent lII's approval of Francis in 1209 complete the process. As numbers increased problems did also. Good sense and a sound understanding of human nature called for certain modifications. More structure and organiza-tion were needed which could channel the charism without destroying it. Pro-vinces were established, local houses and superiors appointed and a year's novitiate was required.39 If we shift back into our own century we realize that the Church is con-stantly faced with new expressions of spirituality arising from the legitimate aspirations of a people hungering for God. These new movements need ~to be examined in the light of good theology and good sense, and they need to receive the sympathetic understanding of the Church. A serious study of spirituality can make a genuine contribution to this endeavor. First of all, a new spirituality needs to identify, and then clarify its expres-sions. This is the work of analysis described earlier. What are the expressions of the authentic and the inauthentic and the forms which organize them? What is its wisdom? Only after these questions are carefully answered does theological evaluation become possible. When we know the expressions of the spirituality and their relationship to one another, then we know its theological stance and we can judge it. The analysis will also reveal the spirituality's perspective on human nature, its understanding of the human condition. While great care must be exercised here, it would violate good sense to have a ,8 In his treatment of the twelfth century, M.-D. Chenu wrote: "Peter the Chanter had denounced the 'most dreadful silence' (pessima taciturnitas) of the clergy, and both Peter and Innocent Ill had invoked a phrase from Isaiah (56:10) to repudiate "these muted dogs who don't have it in them to bark," M.-D. Chenu, Nature, Man, and Society in the Twelfth Century." Essays on New Theological Perspectives in the Latin West, selected, edited, and translated by Jerome Taylor and Lester L. Little. preface by I~tienne Gilson. (University of Chicago Press, 1968), p. 244. ~9 For a discussion of these developments, see Cajetan Esser, Origins of the Franciscan Order, translated by Aedan Daly, O.F.M: and Dr. lrina Lynch (Chicago: Franciscan Herald Press, 1970); see especially Chapter Ill: "First Crises and Attempts to Overcome Them." Study of Spirituality / 19 spirituality which proved to be psychologically destructive. It has unfor-tunately happened in the history of spirituality that "leaving the world" has become an occasion for hatred and destruction of the self or the body rather than a love for God?° Finally, analysis of a new spirituality will reveal its in-ternal coherence or lack thereof. This is important because personal growth demands a certain degree of unity of purpose and technique, and a spirituality which seems to move in many different directions at the same time will only provoke confusion and frustration. While this may appear to be obvious, it is not always so easy to recognize. For example, a spirituality expressed entirely in a nineteenth-century idiom might exhibit good theology and good psychology, but unless it is able to translate itself coherently into the language and forms of the twentieth century there will always be an unnecessary tension from trying to operate in a world view, a cosmology, which is no longer our own. This was one of the reasons for Vatican II's call for adaptation in religious life. In addition, a new spirituality needs to be understood externally, and this is the work of comparison and contrast. From the Church's standpoint, evaluation will be enhanced wfien a spirituality is known in relation to other spiritualities both past and present. This much goes without saying~ But such an external understanding'can also be quite useful for the spirituality itself. One of the habitual dangers for a new movement is to see itself as being unique in respo ~nding to the call of the gospels. Time and time again this has resulted in sectarianism and heresy. When a spirituality understands itself in the con-text of.history it will be better able to appreciate its uniqueness without overestimating its importance. 40 An extreme example of this might be found in the Cathars who practiced (though rarelY,) a form of suicide by starvation called endura. This occurred only after the reception of the consolamen-turn which was a conbination of baptism and Eucharist. Once the believer received the con'- solarnentum he or she was to live without any sin whatsoever. It was in fear of a relapse that some chose to end their lives as soon after consolsmentum as possible. The Treasurer As Professional Paschal Phillips, O.C.S.O. Father Phillips is a member of the monastery of Our Lady of Guadalupe Trappist Abbey; Lafayette, OR 97127. Ulnder the bland title of this article lurks a contentious thesis. I hope to demonstrate that the function of the provincial treasurer is a specialized, pro-fessional calling, importantly distinct from related professions such as accounting or management, but every bit as clearly definable and of crucial importance to religious communities. The practical issue of all this appears in the damage done through failure to recognize or effectively utilize this unique function, and the concomitant misjudgments concerning training, qualification, and role recognition. Problems of Definition At the outset, the multiplicity of terms presents a hurdle with symbolic overtones. Titles such as "procurator" "econome" "cellarer" "fiscus" and "minister" vie with more commonplace old standbys like "treasurer" and "business manager" in vague but roughly interchangeable usage. The fact that such nebulous nomenclature has continued points to a lack of reflection on the common nature of the office underlying the multiple titles. Admittedly the office, which we shall for simplicity's sake henceforth call "treasurer," does admit of multiple definitions, since it changes not only from congregation to congregation, but, even more radically, with the person-alities of the incumbent and of the major superior served by the incumbent. In fact, it is usually easier to note major differences in the function which ensue from each provincial election than it is to discover a consistent pattern of divergence between the "economes" of congregation X and the "proc-urators" of congregation Y. 2O The Treasurer as Professional / 21 Besides, any congregation is free to define the duties of its various officers without having to make special reference to neat patterns convenient to the writers of magazine articles. It might follow that analyzing the functions of a treasurer is spreading nets to catch the wind, and that the function--if indeed there is a function at all--is characterized mostly by its lack of fixed form, for its utility lies largely in adapting to present circumstances and local custom. This is certainly true so far as peripheral duties such as bookkeeping go. But, under all the pluralism, a hard core of significance remains that may reward further reflection. The Core Function We live in a world of professionalism. Our first thought, in any need, is to call in a specialist. But routine can create problems. We are so used to calling in an "ologist,"'or training a member of the community to become one (which amounts to the same thing) that we hardly notice, much less reflect upon, the rather delicate set of questions that ought to proceed the call: Do we need help? Is this area important? Wti6m shall we consult? How Will the answers we get be conveyed to the community and its superiors? How will they be adapted to our needs? And how will we know that the answers have been accurately grasped, and emotionally accepted? The core-function of the provincial treasurer appears to be discovered through asking questions such as those, and providing some approaches to the answers. The function might be defined as liaison between the religious pur-pose of the community, and "the world" as organizational (business, legal, financial aspects). An example may clarify. Take the question of accounting: in many a congregation, any sentence which connects the words "treasurer" and "professional" automatically elicits the image of technical accountant. After all, the thinking goes, do we not carefully train teachers and cooks, pro-vincials and novice masters? So send the treasurer off to the university, and turn him or her into a C.P.A.! But there's the rub! We may have trained a C.P.A. who can perform a useful function-- but we have not trained a treasurer. This is not to deny that technical accounting abilities are one of the building blocks, but it does sug-gest that one building block does not make a whole structure. Reconstruct the scene from, that unfamiliar vantage point which defines the treasurer as the person who provides the liaison between the religious com-munity as religious and "the world" as organization. Obviously, accounting expertise is essential to understand and analyze much of what the organiza-tional world has to say to the religious, as it is also essential to translate some of the organizational and support problems of the community into a concise form that can be understood by speakers of "business-ese." But to stop at that point sets the stage for a familiar scenario: a treasurer who conceives his entire function to be that of expert in accounting (and he exists in a milieu where the tacit assumptions all reenforce this point of view), produces ever 22 / Review for Religious, Volume 40, 1981/1 more sophisticated and technically accurate quarterly reports, and submits them in all their complexity to a superior and council whose ability to under-stand them is no more sophisticated than it ever was. In practice the community ends with some poorly conceived mixture of ad hoc remedies. For example, the superior himself burns the midnight oil, hoping to assimilate the skills which enable business executives to glean their impressive insights from such corporate accounts. What has happened is that the already overburdened superior has taken on what is actually the core role of the treasurer. He is attempting to interpret to himself what the business world is saying, and the results are not always happy. The major superior has no time, really, to handle this added, and usually unwelcome chore. Neither does the training nor the personality traits which qualify a good religious superior easily blend well with the demands of business administration. Fur-ther, the superior is there~by subtly insulated from one key source of counsel, and this in an ominous way, since the change is scarcely noticed. Another common reaction of sophisticated reporting to .an unsophisti-cated audience is one of bland beffiddlement. An increasing percentage of council and community simply announce that they have no time for that sort of thing. They are sure that"such i~pressive figures must mean something, and "it is so comforting to realize that we can depend on such a skilled and dedicated treasurer." This remedy: so called, operates in the reverse of the one before. Now it is the treasurer who is isolated from needed feedback and in-telligent questioning, and the treasurer slowly begins to make decisions (or, more commonly, subconsciously to set things up so that only one decision can be made) which should have involved the superior's informed judgment from the start. The misunderstandings and confusions which result, and which so often are blamed on instincts for power or on exaggerated professionalism, are at root only the natural concomitants of poor role-definition. The above examples are painted in bold strokes. In practice any trained treasurer makes a more or less intelligent effort to translate the economic trends revealed by the analysis of the community books and by a general familiarity with the business cycle (changes of interest rates, increasing cost of government, red tape, inflation), and in those cases where this function is handled with skill and sensitivity, there is no doubt that the treasurer's office is being well served by its present incumbent. However, the main point is precisely that a function so delicate and so important should not be performed in a fit of absentmindedness. Few realize that there is the exact point where unreflective instincts, presenting a hastily conceived adaptation of the secular counterpart found in stockholders reports, as unverified assumption that "they" got the message, in short, amateurism, can effectively negate the benefits arising from professional accounting, skilled business analysis, and all the rest. The Treasurer as Professional / 23 Title and Function It should be apparent that one of our problems stems from the very title "treasurer," with its built-in connotation of "bookkeeper." Things are slightly better in more ancient Orders where the person filling this liaison role is called by some more generic title such as "procurator," but the basic prob-lem of role-definition usually remains unexamined. It is entirely possible that the "core function" we have been elaborating could be performed by someone other than the titular treasurer. Indeed, one of the problems is precisely that such is often the case, that, for lack of reflec-tion on the situation, this crucial liaison function is poorly performed by per-sons who scarcely realize they are even involved in such a role. Take, for example, these instances where some dedicated lay person now holds the office of provincial treasurer. There can be no question of these indi-viduals' technical skills, but, on the other hand, there can be little chance that they could ever deal with the community on the deep level of two-way com-munication that is needed to perform this liaison function. Yet someone must be performing that function--however imperfectly--or else the community would be left on the legendary "Cloud 9," a not unknown circumstance, sad to relate. Whoever that "someone" is, he or she is the de facto treasurer, while the holder of the titular office doubtless remains, skilled in his other profes-sion which is valid in itself but different in scope. Still, the very essence of the liaison function does d~mand an alert, in-formed, and up-to-date acquaintance with modern business and government trends. It is doubtful that any community officer except the treasurer would have the time, or even the inclination, to remain permanently qualified for the role. So if the titular treasurer is not the one functioning in the liaison role, our foregone conclusion is that sooner or later the function will be indifferently served. The essential connection between membership in the religious community and the liaison function is illumined more by practice than theory. At the risk of running one example to death we return to the quarterly accounting report. If the treasurer saw liaison as his or her primary function, the first question would still be "where can I hire a skilled .accounting technician to generate thoroughly reliable and professional figures?" Even the second question might be equally unsurprising: "Have I assured myself that I have the technical expertise to evaluate, accurately and professionally, the implications of the figures so presented?" (Already the field has broadened: the evaluation would, of necessity, include factors not strictly within the purview of an ac-countant.) It is the next step which becomes more demanding. "Exactly who are the real power-people and opinion-molders in the congregation, ~:egardless of title? And which items in this mass of data are the ones they need in order to make the decisions pertinent to th'eir role?" And, "Considering the individual personality, background training, and press of duties experienced by each such individual, what is the most effective way to present this data to him or 94 / Review for Religious, I/olume 40, 1981/1 her?" (These questions can lead to the elaboration of some very unorthodox but extremely effective financial reports!) /. It is a rare treasurer who sees the answer to the last two questions as so cen-tral as to demand more skill, more time, more thought and, if available, more training than the elaboration of the figures themselves. It is a rare community which would not be enriched and facilitated if the treasurer did just that. But it also seems next to impossible that any outsider, no matter how sagacious or trusted, could really have the indispensable in-depth understanding of the per-sonality limitations, the real power distribution (as distinguished from a table of organization), and the sundry lapses in hearing skills which form the living matrix of intramural communications. Perhaps fortunately, the liaison function is not usually looked upon as at-tached to the highest echelons of power. Yet, it is all too easy for casual observers, who already have the treasurer pigeonholed in a relatively trivial technician's role, to see any such outreach into the one indispensable function as an intrusion on the role of the superior. Such a reaction, though, is more concerned with shadow than substance: the very essence of the liaison function is to assist, not supplant, the superior in making informed decisions, and to assist, not supplant, the community in understanding the options open to them. Areas of Practical Concern The many excellent circulars on taxes, social security and related subjects coming from the offices of CMSM and LCWR provide opportunity for a quick, but necessarily very rough, check-up. These documents certainly sug-gest impending changes in life-style, deteriorating legal immunities, new norms of economic security and other important long-term adjustments of our community lives. Are these coming changes being considered in advance in every community? Do the CMSM circulars filter down at all? If not, perhaps the liaison function could improve to fill the void. Before noting more current problems, a somewhat dated example might provide historical insight. Between Leo XIII and circa 1970 there was a grow-ing rift between the papal social encyclicals and the employment policies of certain Catholic institutions. Areas of tension have run all the way from the areas of unionization through wages, pensions, and fringe benefits, to on-the-job working conditions. The business world of the United States had somehow tended to come more into line with the encyclicals than religious! Fortunately, this is largely water under the bridge; the majority of Catholic religious orders have recently shown an informed awareness of the problems of Christian employment, even in cases where lack of funds has made it very difficult to know how to respond. But it did take a long time, in some cases a scandalously long time. And the evident surprise which has overtaken more than one provincial administration when the "dear, dedicated lay-teachers" or the "sweet smiling nurses" hit the picket lines, would argue some degree of The Treasurer as Professional / 25 failure in their early-warning system. It is hard to imagine that the fumbling, uncertain--sometimes obscurant-ist- labor relations poli~ie~ ~l:iich charaCteriZed churchly institutions before 1970 would not have been improved if there had been in each congregation one person who was consciously aware of his or her duty to become fully in-formed concerning these trends, and to communicate them to a congregation which was itself aware of having appointed him to such a post-- and respected his function. In short, if each community had possessed a treasurer who was expected to perform the core-function of that office, and trained t.o do it, and if each such treasurer had been left enough time from routine mechanical ac-counting chores to function thus, the whole tale would have been quite dif-ferent. In the absence of that function filled, too often surprise and misinfor-mation proved a poor substitute for expertise at the bargaining table, and in the delicate reestablishment of truly Christian relationships afterward. Even though the labor relations example can be classified as historical in most communities (not all!), it still cannot be written off. For example, the presence of Douglas Frazier of the United Auto Workers on the Chrysler Cor-poration Board of Directors is no doubt just the tip of a large iceberg. Already in Europe workers' representatives on the top levels of management are a commonplace. Is anyone looking up from the accounting books long enough to start formulating a response, or thinking out alternatives, or evaluating present practices, or otherwise preparing for the day when the staff at Hospital A and High School B will be demanding board representation-- per-haps on the management level of the parent religious community itself? Insurance programs reveal another type of need. Too often "profes-sionalism" in the treasurer has been equivalated to the qualification requisite in some other profession simply because no one has noted that the liaison function is a separate profession in itself. We have already noted how this tends, in the accounting function, simply to distance the treasurer from the needs of the community superiors who are not businessmen and therefore can-not be reasonably expected to get maximum benefit from financial anal~,sis designed for business executives. In the related questions of insurance coverage, the problem takes a slightly different twist, although profes-sionalism (again the wrong profession!) here also ends up searching for the solutions that are most effective in the business world. In practice, we end by asking "How can we most expeditiously fit our community into insurance programs written for secular concerns?" The results are often ingenious and admirable examples of the professionalism of the insurance industry. But if someone in the communitY were professionally alert to the peculiar nature of a religious organization as such, he might well end up asking, "What are tl~e unique needs of this community, regardless of what fits the secular organization?" The answer may be quite surprising, and almost always results in unexpected savings and administrative simplification. Fortunately, the question is being asked more and more, and, as a result, some 26 / Review for Religious, Volume 40, 1981/1 specialized insurance policies are being written from the ground up to fit the unique needs of Catholic religious orders. But it should have happened sooner, and the questions should have been asked in many more quarters. Even today too many religious are paying insurance premiums for maternity benefits! The center-stage projects of the hour are probably energy conservation and socio-political activism via proxy voting and the like. Both problem areas carry implications of long-term and profound changes in community life-style. Both, too, are typical in their relations to the treasurer as professional. The current pattern of response is often enough characterized by aimless drift, unplanned, sporadic action, or responses evidently dominated by oen-thusiasts in the community who may or may not have a grasp of the long-run legal and economic implications. Since these areas do have overtones which are none of the treasurer's pro-fessional concern (although hopefully he or she will be deeply concerned as a committed Christian and religious), it follows that the treasurer should not be trying to direct the basic policy decisions in these affairs. But the complexity and multiple legal interlockings involved also suggest that someone--some one-- in each community has to be in a position to study the question from an overall point of view, and to do so with a trained expertise. Some individual must eventually take responsibility for gathering all available information and casting it ina form that alerts both officers and community to the implications for life-style, future economic security, hazards to legal immunities, and all the rest. Further, whereas ad hoc studies can be commendable, some one has gotto stick to the job and follow through, lest the community of 1985 be still acting on the circumstances of 1975. Both by a process of elimination and by logic, this important and irreplaceable function sooner or later (probably sooner) comes home to roost in the treasurer's office, If the incumbent is viewed as a mere technician who handles the computer printout, the community response will, in all probabil-ity," follow the too familiar pattern of muddling through very deep muddles. The rapid erosion of those tax exemptions which form.the practical economic basis of most religious communities provides another field of con-cern for the treasurer as professional liaison officer. Few communities have ever even done any daydreaming, much less planning, about the impact of various all,too-probable changes in the. tax laws. The tendency is to cling mutely and hopefully to the leaky ship. Thisis a wise procedure so faras day-to- day operations are concerned. But some one somewhere in the community should be monitoring, injecting caution into long-range plans, alerting superiors and community to the dangerous side effects of this or that policy, and noting, at least in passing, such unexamined drifts as the slow tendency of both tax courts and local officials to forget the tacit but once universal assumption that religious communities are families (for example: the recent The Treasurer as Professional / 27 tendency to raise zoning problems about sisters living together in a convent situated in a zone for single families; the erosion of the rights of superiors to make decisions for dying, unconscious, or elderly confused members of the community; difficulties with state officials who insist on nursing-home regulations instead of family rules for convents caring for a few elderly sisters, and so on. It is all of a pattern: we are being redefined as "strangers" -- and no one seems to notice). Unfortunately, the personality who gets maximum satisfaction out of the tidy details of bookkeeping is only rarely the same as the one who can perceive social or economic change from afar off. The rare exceptions are indeed pearls of great price. But the core-function is impossible, even for the pearls, if the only training they receive and the only role expectation they encounter are directed exclusively toward the routine of day-to-day administration. Conclusion In the twelfth chapter of Romans, St. Paul surprisingly lists "administra-tion" among the gifts of the Spirit. Indeed, he lists it just after prophecy and before teaching, preaching and almsgiving. It would be ridiculous to apply his thought literally to any specific church functionary, treasurers included--no doubt he had wider nets to spread. But Paul does thereby warn us not to trivialize the administrative functions in the Church into routine mechanics and technological computer-feeding. Faith, judgment, and spiritual insight are necessary, and the community which restricts its gifts of time, training, and trust to major superiors, novice masters, and theology faculties may be quenching the Spirit in a vital area of action. Reflection on the real core-function of the treasurer may lead in most cases not only to a deeper appreciation, of that office, but t9 some understanding of the damnable frustrations connected thereto. Hopefully such reflection could also lead to a major review of the qualifications for the office, along with adjustments in the organizational and psychological matrix which is required for its effective fulfillment. Admittedly there is no place where anyone can go for training in this most delicate function (the author is hatching a plot in this regard!), but probably such training is little needed at least at first. The first Step is to identify who, if anyone, performs the liaison function in the community and then to recognize that function as needed, legitimate, and welcome. Much else will follow naturally. The Eucharist, Priesthood, and Renewal Neil J. Draves-A rpaia Father Draves-Arpaia is a priest attached to Our Lady of Perpetual Help parish. The mailing address is: P.O. Box 160; Scottsdale, AZ 85252. Priesthood is not intrinsically linked to celebration. It is first, and ultimate-ly, united with self-giving, and therefore, sacrifice. And since the sacrifice of-fered by Christians at Eucharist is the victory of Christ which has brought us salvation, it is impossible, once we have grasped the depth of meaning and the redemptive grace of the eucharistic sacrifice, to be any other way than "celebrative." Those who would reduce the Mass to sober ritual, executed with rubrical precision and stone-faced devotion, or those who would see it as a moment for "religious merriment" have moved awfiy, in either direction, from the core mystery that the eucharistic celebration is. For me, the amuse-ment of one group and the solemn piety of the other are both suspect, and neither adequately speak or witness to priesthood to being a priestlypeople. What then might we look for? 1 believe it is necessary to move away from speaking on the Mass for a moment and concentrate on the daily life of God's people. Self-giving, self-forgetting love, sacrifice (whichever term we use) once placed within Christianity must be evaluated in light of the Cross. The eucharistic sacrifice then has "cruciform" implications, and we must look to a cross section of responses and attitudes that come forth from God's people in Christ. Priesthood is a visible sign in our midst of the reality of sacrifice, specifically in the life of a person who is priest, and in the believing communi-ty that would be priestly. Both must express in clear terms and behavior that something two-fold is happening in their lives: that, first, their personal rela-tionship with God is solid and radically oriented towards incarnating the first 28 The Eucharist, Priesthood, and Renewal and greatest commandment, and, then, that their human relationships are more than superficial and nice, but solid, radically oriented towards incar-nating the second and greatest commandment. How might we begin to make evaluation of these? I'm convinced that the priesthood of the faithful and the ministerial priesthood must look to the life of prayer, be it expressed in formal, informal, public or private prayer-styles. There we must begin to ask if, when we go before the Lord, we are truly inter-ceding on behalf of one another. This will give us an indication of how much and to what degree we are in touch with human life and the genuine human needs of those around us. If we cannot bring ourselves to intercede, then we cannot fulfill our principle role as priests or as a priestly people. This is especially significant to the role of the priest-president at the eucharistic sacrifice, for without a continuous sense of intercession in the daily life of the priest, the eucharistic prayer will be formula-oriented and not at all like the priestly prayer of Jesus, who went to the Father on behalf of the people. Next, we must look, priests particularly, to our horizontal prayer: our beseeching and inviting the people to come forward as instruments and missionaries of love. It might not always mean using words, nor may it require lengthy "shar-ing sessions." Priestly people and ordained priests need to know more about the fact that in any "priestly" experience, the action must speak louder than the words. The religious leaders of Jesus' day, from the picture we get from the Scriptures, had words that spoke more loudly than their actions. Jesus called his disciples to the converse: action over words, both in G~d-oriented matters (faith) and people-oriented matters (charity). It's also important to keep in mind that Jesus had the least to say when he was crucified. It was at that moment alone that his Gospel call to love hung totally on pure act. What can we conclude with regard to priesthood and its place within pres-ent renewal and the Eucharist? Liturgical renewal cannot have the impact it is meant to have if it is not preempted by a priesthood that speaks clearly on the issue of "self-giving." For the decade and a half since the Constitution on the Sacred Liturgy was issued by the Council, the Church has heard stressed that "the liturgy is the summit toward which the activity of the Church is directed," and that the faithful should approach the sacred mysteries with the proper dispositions so as to cooperate with grace, for the liturgy to produce its full effect. If the Eucharist is the summit, what is the base of Christian activi-ty, if it is not self-giving? And what is the proper disposition with which we ap-proach the eucharistic celebration, if it is not a readiness and willingness to be of praise and thanksgiving, openness and intercession, primarily in attitude, secondarily in words? Priesthood, both ministerial and the priesthood of the faithful (but prin-cipally the ordained priesthood)in itself must begin to look more like the eucharistic sacrifice to the Father with the people of God assembled. It must show itself "in the flesh" to be a continuum between brokenness and wholeness, of movement from the confines of secular humanism and/or 30 / Review for Religious, Volume 40, 1981/1 religious elitism (clericalism, fundamentally among priests themselves and the structures in which they function) to a sharedness, not solely in matters of, priestly service to the Church, but in the basic issues of their lives, issues which are common to all lives. Priesthood, as an instrument of renewal and in its ef-fect upon the Eucharist, becomes an incarnational experience, for it takes the Word and makes it a Verbum Dei: fleshes it, clothes it, directs it towards the kingdom. The moment becomes a means for priesthood to have within it a holiness that is greater than that of the scribes and pharisees since it acts on rather than talks about the concrete issues which face the world today. So, at the base of Christian existence the priesthood is motivation for the Lord's people to join in sacrifice both at the table of the Lord and at the table which is the world. The nature of this life of self-giving requires unconditionally simple signs which speak to the people, like the signs of bread and wine. But signs of love in the daily life of the priest become obscured when humanness is over-taken by a rank-ism in the Church which, in turn, degenerates priesthood into a separate class aloof from the laity and ineffective in speaking about their life experience except in the most "lofty" sort of ways. As the liturgical renewal called for a stripping of secoridary elements which found their way into the eucharistic celebration over the centuries, the priesthood, too, if it is to be an aid in the deep renewal of the Church, must have itself stripped of non-essentials. Like the eucharistic sacrifice of the Roman Rite; priesthood must begin to face the people and become more accountable to them. It must have its distracti'ng bells quieted. Priests, one would hope, can more effectively speak the language of the people and must appreciate how much priesthood's unique gifts come from the people and must return to them. It must witness a praise of life by the priest's readiness to help the human condition in each per-son's struggle to become reconciled to God. Priesthood, to me, expresses its thanksgiving best when priests themselves show a humbleness (which active thanks implies) before God and people, plus an openness which allows for the person of the priest to be nurtured by the community he is calling into fullness. This call to intercession is a vehicle, not for doing some thing for others, but as a preparation, a prayer, to be with them. To pray on behalf of others re-quires that the priest be half of the person who is neighbor. This would mean that we move beyond any limited and debilitating spirituality which might suggest that God hears the prayers of priest over those of the laity. The truly intercessory prayer that is Christian is the one which seeks from God a "oneness" with the p,eople to whom the priest is sent, as did the prayer of Jesus, "that all may be one as you, Father, are in me, and I in you; I pray that they may be one in us." Intercessory prayer speaks of sacrifice, for it moves away from the tendency to badger God for things for ourselves and others, and, when made by a priest, requests that he, here and now, will become the response the Lord would make to those in need. It is occasion for furthering solidarity in the Body of Christ (person to person) and for furthering solidar-ity in the Body of Christ (person to person) and for allowing the Holy Spirit to The Eucharist, Priesthood, and Renewal use priesthood as sacrament (God to his people). When intercession is made by a priestly, people, they pray to be the response the Lord would make to the world's needs, and the Church then can be a "kind of sacrament of union and unity." In this way, personal needs, while neither denied nor overlooked, become secondary for the moment, and the needs of others become primary for the moment. Intercessory prayer does not give us the chance to be self-seeking, or to approach God with the long multiplication of words that would make prayer manipulative and evasive. It helps us to understand more precise-ly why Jesus r~jects this as authentic prayer and replaces it with a simple prayer of unity that begins, "Our Father in heaven." The prayer of the priest (or of a priestly people) allows for lives to blend, and there will be less cause for disparity in the p.riest's daily life and his ministry at Mass, for this sacrificial celebration at the "summit of the Church's activity" will be an authentic summation of what has been. Priesthood has everything to do with self-giving, and as it forces its way out of entrapments it becomes an event, an encounter with what is real. The same applies to the entire people of God in Christ. Events, or moments of self-giving, are times of celebration and joy for they are an exodus from slavery, from the death of isolation and self~centeredness. It is on this issue where renewal is most needed: moving people away from thinking in terms of what they "do" to how they position themselves towards God and neighbor, the way they choose to be. The vocation of priest and of the priestly people leaps away, so to speak, from cultic functions and attendance at such, to a covenant in the eucharistic sacrifice, because there have already been preliminary celebrations ofthis mutual, self-forgetting love among Christians wherever they meet between the times they gather at table in the grace and peace of God, our Father a'nd the Lord Jesus. Catherine of Siena and Raymond of Capua: A Friendship in Perspective Paul Conner, O.P. Father Conner teaches moral and spiritual theology at the Dominican School of Philosophy and Theology of the Graduate Theological Union in Berkeley. His address is: St. Albert's Priory; 5890 Birch Court; Oakland, CA 94618. Catherine Benincasa's public life is more widely known than her personal life: during the six hundred years since her death, attention has been so drawn to her astonishing political impact on the Europe of her day that she is fre-quently called one of the most influential women of history. Within our own decade Catherine's enduring intellectual and spiritual authority has been heightened through her being declared one of the two women doctors of the Church. Little wonder, then, that the private life of this Sienese woman has escaped widespread notice, and yet in regard to human friendships, for instance, few life histories are as intriguing, both in scope and depth of development. I would like to focus attention in this article on the dominant human rela-tionship of her short life of 33 years, her friendship with Blessed Raymond of Capua. This relationship could be understood adequately on its own merits, but I find that it takes shape so much better within the immediate religious setting of Dominican life in which it was born and flourished. Looking to the Lord Jesus is indeed first; but after this, every religious family that seeks the essential features of its life must turn to its founder. Tempting as it might be, I do not claim that friendship is an essential feature of Dominican life, at least as friendship is ordinarily understood--though there are superb examples of it in the Dominican heritage, past and present. What is interesting though, is that Dominic did give the spirit of friendship to 32 Catherine of Siena and Raymond of Capua / 33 his followers, since his own life was so rich, even overflowing, in friendship, human and divine. A glance, then, at his life, together with what might be termed a theological consideration of Dominican friendship, will form a helpful con-text within which to view Catherine's and Raymond's unique friendship. St. Dominic In spite of popular misrepresentation of St. Dominic in later centuries as a stern, inquisitorial figure, conclusive, historical evidence shows him to be an exceptionally loving person. More than three hundred depositions for his canonization; his first biography written by his friend and successor, Jordan of Saxony; the Lives of the Brethren, collecting eyewitness accounts of the early years from all over the order, all tell of the many men and women in various walks of life who cherished friendships with him. Jordan speaks of Dominic's lifelong, radiant mixture of charm and reserve that attracted and held men's hearts. His best modern biographer in English, Bede Jarrett, puts it this way: "God's greatest gift to man in the order of nature, and almost the greatest even on the supernatural plane, is the gift of making and securing friends; and judged by this, Dominic was indeed blessed by God.'" The first brethren assure us that perhaps no one among them had a greater taste for fraternity than Dominic. He enjoyed friendships of varying degrees with his followers, and, like his Lord, chose from among them a "beloved disciple," John of Navarre. With the many communities of sisters that he founded, Dominic always maintained a personal bond, helping them in temporal but particularly spiritual needs, instructing them so that they absorbed his own spirit and dedication to truth. Besides 16aving us a descriptive portrait of Dominic, Blessed Cecilia kept a valuable record of his Roman ministry. She relates that during his visits to the sisters he either "exhorted them to greater spiritual ef-fort or merely sat among them, refreshing them with the charm of his conver-sation and sharing with them the experiences of the day.''2 The range of Dominic's friends outside the order was extensive. Legendary is his beautiful relationship with St. Francis. TheLives of the Brethren records that the two "became but one heart and one soul in God and enjoined their sons to foster this brotherly spirit until the end of time." Dominic befriended men and women converts; family members of people with whom he worked, such as the two daughters of Count Simon de Montfort; women recluses in Rome; bishops and cardinals--even popes. Gregory IX, in the bull of Dominic's canonization dated 1234, wrote that Domin'ic was ' Bede Jarrett, O.P., Life of St. Dominic (New York: Image Books, 1964), p. 122. 2 See M. H. Vicaire, O.P., Histoire de saint Dominique (Paris: Editions du Cerf, 1957), V. 11, pp. 278-279. 34 / Review for Religious, Volume 40, 1981/1 bound to us by ties of deep friendship, before we were raised to the pontificate; his life carried with it in our eyes certain proofs of heroic holiness . We are convinced, as also are our people, that through his prayers God may do us mercy, and that one who was our friend on earth will still in heaven hold us in no less ~ffection. Wherefore. we have determined to add his name to the number of the saints.~ The prominence of friendship in Dominic's life noticeably influenced his early followers. Numerous touching friendships among them are a matter of historical record: Jordan of Saxony and Henry of Cologne, Jordan and Diana d'Andalo, Albert the Great and Thomas Aquinas, and the two Dominicans of particular interest to this article, Catherine of Siena and Raymond of Capua. Theological Atmosphere A certain theological atmosphere has surrounded and, I would say, condi-tioned the development of Dominican friendships throughout the history of the order. This is as it should be, since Dominican life, like Christian life, tends toward fullness of love--primarily with the I ndwelling Divine Persons, but secondarily with all men and women whom God loves. This Christian love, or charity, is the main indicator of vitality and growth in the life of grace. Thomas Aquinas was the first theologian to penetrate into the mystery of charity by way of human experience of authentic friendship, applying his understanding to God's love for us and our love for him.4 A distinctodynamic seems to have resulted, creating the theological atmos-phere to which I refer. Dominicans have looked first to faith for conviction about divine love and friendship with God and God's friends. They have then looked to their personal experience of human friendship with God. They have found, particularly in prayer, that their experience 6f divine friendship served as corrective, if need be, and certainly as goal for their human friendships. These two experiences, the human and divine, mutually illumined and en-riched the other, each according to its competency. I would hazard a guess that a practical result of this theological atmos-phere has been that individual Dominicans were richer or poorer in friend-ships with other Dominicans depending on the age in which they lived. Let me explain. In all ages genuine Dominicans are very discriminating about their friends, owing largely, I think, to this conditioning theological atmosphere. They tend not to let natural instincts for friendship predominate, unless each particular relationship can be harmonized with divine friendship. Authentic charity as their chosen goal must determine everything in their lives. Besides rarely find-ing people enough to their natural liking in the baffling assemblage the Lord calls together in religious communities, their faith and theological orientation ~ See M. H. Vicaire, O.P., Saint Dominique, La vie apostolique Paris: Editions du Cerf, 1965), p~ 90. ¯ See St. Thomas Aquinas, Summa Theologica, lI-ll, q. 23, a. I. Catherine of Siena and Raymond of Capua / 35 yield such a high ideal that natural potential alone is not enough to satisfy them. But in ages when many members of a Dominican community or province or the worldwide order are deeply one in mind and heart about essential goals and ways of Dominican life, friendships abound, even without much founda-tion in natural similarities. Close bonds are formed on the basis of similarity of thought, love for and dedication to the highest, most valuable, and most permanent of realities. On the other hand, history indicates that Dominican friendships are rare in times of wide diversity in mind, heart, and life concerning essentials of a com-mon calling. In these circumstances, with little in common by nature or by grace, profound friendships are the exception. Masculine-Feminine Complementarity in the Order of Preachers Before focusing on the profound relationship between Catherine and Raymond of Capua, let us look at an additional feature which Dominic built into the very structure of his order, namely masculine-feminine complemen-tarity. In Dominic's mind, the men and women of the order were each to con-tribute something essential to the order's goal of contemplating and spreading sacred Truth. His plan was that the nuns should pray and do penance, and the friars should preach. With this complementary power, no obstacle could pre-vent the accomplishment of goals. To assure from the beginning this complementary feature of the order, Dominic established at Prouille (southern France), in 1207, an arrangement he had known from his years as a canon regular in Spain: the "double-monastery" where friars and nuns lived side by side, each in separate convents yet joined in one common life. Later, wherever he had men, Dominic himself established the feminine counterpart: in Madrid in 1217; in Segovia, Saragossa, and Palencia in 1218; in Rome in 1221. He intended the same in Bologna with Diana d'Andalo and a group of her friends, but died before doing so. This planned masculine-feminine complementarity was emphasized throughout the order by the custom of calling the friars "Preachers" and the nuns "Sisters, Preachers, or Preacheresses.' '~ Saint Catherine, Doctor of Friendship Our context is now sufficient for turning to Catherine and Raymond, two Dominicans who personified in their friendship the masculine-feminine com-plementarity of their order. In her writings, Catherine was such a preacheress that, as noted above, she has been declared a Doctor of the Universal Church. Happily enough, she has See Paul M. Conner, O.P., Celibate Love (Huntington, Indiana: Our Sunday Visitor Press, 1979), pp. 54-56. ~16 / Review for Religious, Volume 40, 1981/1 left explicit teaching on human friendship, particularly :in Chapters 41-44 of her famous Dialogue. Briefly, she sees positive temporal and eternal benefits as well as distinct dangers. An enduring benefit is that we do not lose human friendships at death. Rooted in happiness in God, the saints in heaven also share one another's hap-piness and so color their own beatific joy with "more abundant., delight and contentment." Catherine looks at friendship on earth as "consolation, sweetness, com-fort, and joy." Friends here help one another "grow in grace and virtue," and they provoke each other to honor and glorify the heavenly Father. A serious danger arises from human friendship which begins primarily as spiritual love but slowly becomes predominately sensual. To bring con-secrated persons to this end, Satan will insidiously engender a distaste for religious life, inducing them to search for pleasurable compensations in friendships. Prayer is judged in terms of self-satisfaction and is eventually dropped. "Worldly conversations" become more and more appealing and help stifle former desires for prayer, purity of spirit, suffering for God, and fraternal charity. Why does God permit this outcome? It is because he desires to purify the person from his unrecognized imperfection of loving creatures with a love mainly "passionate" or "sensible." After a friendship becomes established, the person might observe, for example, that his friend pays more attention to others than to him. He experiences disappointment and suffering. There are, then, two possible outcomes. His suffering can bring the deepened awareness that he has been seeking self in a love he thought wholly generous--the Father's hoped-for outcome. This insight will give birth to healthy "distrust of self" and to a more perfect love, charity, for all persons, including his par-ticular friend. This happy result, Catherine asserts, can occur only i.n someone "enlightened by faith," who desires "to walk in the virtues.especially prudence and discernment." A person, however, who is "ignorant in the faith" and not striving to walk in virtue, a person who "has no life," as Catherine puts it, will find the experi-ence of diminishing sensible satisfaction in prayer a great danger. He may well follow Satan's lead and give himself up to "confusion, tedium of mind and sadness of heart, abandoning any virtuous exercises." To such a person, friendship will eventually mean ruin and inner "death." Despite her medieval view and expression of things, Catherine's general teaching on spiritual friendship stands clear: it is good if the result is authentic charity, not self-love. Catherine lived her teaching, filling her short life with an amazing range of men and women friends. One among them was unique. Catherine and Raymond Born of the noble Delle Vigne family of Capua in 1330, Raymond entered Catherine of Siena and Raymond of Capua / ~17 the Dominican Order at age seventeen. During studies at .Bologna he excelled in scripture and patrology before obtaining the lectorate degree in sacred theology. He taught in Dominican priory schools between 1358 and 1362, and for the next four years served as spiritual director to the nuns of his order at the monastery of Montepulciano. In 1367, he was elected prior of Santa Maria sopra Minerva, a principal Dominican community of men in Rome. Raymond was sent to Siena some six years later to be Regent of Studies for the young men of the order in training there. And so it was that this man of extensive education and experience came to meet Catherine in 1374, the consequence of both her praying for a confessor capable of guiding her in her evolving mystical experience, and of the order's appointment of Raymond tO investi-gate and direct her life. Catherine promised Raymond obedience, and after some time of testing her authenticity, he came quickly to understand her and her spirituality. From the beginning they admired each other, Raymond recognizing in Catherine a woman of fine intellect, intense striving for sanctity, and tireless apostolate; Catherine in Raymond, a man of intelligence, tact, breadth of understanding, and development in virtue. Upon this basis their friendship grew firm and profound. Frank admission~ in their writings and biographical events reveal that they came to know each other intimately. Catherine opened her whole soul to Raymond, who by his counsel and authority over her, helped her come to full self-knowledge. In four short years their relationship had become very important to both of them. When the pope called Raymond to Rome in 1377 to be prior again of the convent of the Minerva, Catherine's letters speak of her "torment" and the "particularly hard and painful" experience this first separation from her "intimate friend" occasioned. She asked the Lord, who had "imposed upon me a royal and very poignant trial., to strengthen me in this privation which language is so incapable of expressing.''6 Understandably, news from Raymond alwaysbrought her joy. Later correspondence gives further indications of the quality of their love. Once, when Raymond had turned back from a papal mission to Avignon because of impending ambush, Catherine affectionately reproached him. He misread her intention, and so she wrote: "You have thought that my affection for you had diminished; but you are mistaken . l love you as I love myself; and I have hoped that the goodness of God would also make your affection perfect.-7 In her numerous letters, Catherine customarily addressed Raymond as her ~ See Letter 119 quoted in Johannes Joergensen, Sainte Catherine de Sienne (Paris: Editions Gabriel Beauchesne, 1929), p. 187. 7 Josephine Butler, Catherine of Siena (London: Horace Marshall & Son: 1894), pp. 289-290. 38 / Review for Religious, Volume 40, 1981/1 "beloved Father," or "friend of predilection," or by the pseudonym that so pleased her, il mio Giovanni singolare--presumably in comparison to the Lord's preferential friendship for St. John. During the last months of her life, in extreme weakness and suffering, Catherine wrote a long report of her mystical experience to Raymond,. ad-dressing him lovingly over and over again: "My most sweet Father." In Letter 232 she tells him of a vision wherein she saw .herself entering by love and desire into Christ through the wound in his side, "accompanied by my Father St. Dominic; Giovanni, my friend of predilection; and all my spiritual children." It had been revealed to Catherine that the pope would send Raymond to King Charles of France and that she would die before his return. Raymond relates that she took him into privacy and "talked continuously, her large eyes shining., saying such strong and beautiful words." Often she "grasped his hand and smiled beautifully." Then, accompanying Raymond to the port of Ostia, she "knelt,., and crying, made the sign of the cross.''8 In their few years together, Raymond and Catherine collaborated in many undertakings, helping each other both naturally and supernaturally. Raymond, for example, was cured through Catherine's prayer from the plague which decimated Siena in 1374. He then joined her in relief work among the city's victims. Afterwards they went together in retreat to the tomb of St. Agnes of Montepulciano. Later in Pisa, Raymond was with Catherine in the Church of St. Christina when she received the stigmata. She prayed that the wounds be made invisible, and so it was that Raymond was the only person to bear public witness to the miracle. In 1376, the two met in Avignon in a successful attempt to persuade Pope Gregory XI to return to Rome. They traveled back to the Eternal City together, spending some time there with each other before Raymond's final departure. During their political actiQity, Catherine and Raymond turned to each other for support. She admired his political wisdom, most often following his advice which opened up new dimensions and possibilities to her. Together they promoted the crusades and prayed and worked for the reform of the Church. To counter a fear and reluctance in his character, Catherine would urge Raymond, when events demanded, to act bravely and with courage. In-deed, they cooperated in every way, so much so that one biographer con-cludes: "Catherine and Fra Raimondo were both working for the same ends, and aided each other with a mutual exchange of ideas, energies and counsels.''9 In the realm of grace, Raymond received instruction from Catherine for his spiritual progress. She was ever mindful of him in prayer, and even after See Hyacinth M. Cormier, O.P., Blessed Raymond of Capua (Boston: Marlier, Callahan & Co., 1900), p. 58. Arigo Levasti, My Servant Catherine (London: Blackfriars Publications, 1954), p. 140. Catherine of Siena and Raymond of Capua / 39 her death, Raymond testified that his spiritual stamina came from his con-tinued communications with Catherine in spirit. Before their final parting, Catherine wrote to Raymond: "1 beseech you to collect into your own hands any writings of mine which you may find and the book (the Dialogue); do with all of them whatever you deem is most for God's honor and glory.'''° Even in his overbusy life as Master General, Raymond worked successfully to promote Catherine's canonization, gathered and preserved all her writings, and found time to compose her first biography, a task that took him fifteen years. Dealing principally with her personal rather than public life and bringing to light the most touching incidents and her most characteristic traits, Raymond's is a surprisingly objective account. From it all later biographers have drawn their material. Conclusion Without doubt, in their close knowledge and love of one another and in the cooperative ministry they exercised, Blessed Raymond of Capua and St. Catherine of Siena exemplify the masculine-feminine complementarity of the Dominican Order. Their friendship helped each of them, as well, toward sanctity. We began by saying that Catherine's personal life could be better understood within its Dominican context. It has also become clear that through her own personification of the spirit of St. Dominic and of the charism he gave to the order, the latter itself stands better revealed. Friendship between Dominicans may not be an essential feature of Dominican life, but throughout the last seven hundred and fifty years, few friendships recorded by history surpass those between Dominicans. The order is fertile soil for close ties between persons fired by its goals and fully given to its ways. Could one not even say that the more Dominicans are Dominican, the greater the likelihood, today as in past centuries, of Dominican friend-ships? Letter 102 cited in Cormier, op. cit., p. 134. Service of the Heart: The Quest for Authentic Prayer in Judaism Michael Maher, M.S.C. Father Maher teaches Scripture at the Mater Dei Institute of Religious Education in Dublin. His last article appearin.g in these pages was "Old Testament Poetry and Religious Experience Today" (March, 1979). Father Maher's address is Woodview; Mount Merrion Ave.; Blackrock, Co. Dublin; Ireland. Everyone who has made an effort to develop a meaning,ful prayer-life knows how easy it is to allow regular prayer to become a mechanical ritual rather than a vital and elevating experience. But the danger of allowing prayer and worship to become a perfunctory recitation of hallowed formulae or a conventional performance of traditional rituals is not special to our age. The problem seems to be permanently contemporary, and Jewish religious tradi-tion seems to have been continually on guard against it. Ever since Isaiah sternly chided his co-religionists who honored the Lord with their lips while their hearts were far away (see Is 29:13), the leaders of Israel continued the prophet's task of safeguarding the truly spiritual and per-sonal character of the people's devotional life, and of ensuring that the indi-vidual's prayer should always be animated by a living faith, should always be the expression of sincere love, and should always involve deep feelings and devotion. The rabbis, and their successors right down to our times, used the word kavvanah to express the attitude of interior devotion and personal involvement that should accompany every prayer and every religious observ-ance of the devout Jew. Directing the Mind The word kavvanah which became part and parcel of Jewish devotional 40 Service of Heart / 41 literature is derived from a verb meaning to direct, and implies directing the mind to God, concentrating the attention on the prayers being recited, saying them in a spirit of devotion, and excluding thoughts and feelings that distract one from the experience of encountering God. When one prays with kavvanah one's heart and lips agree, and one's whole person is involved in the awesome act of appearing before one's Creator and Lord. This is what the Talmud' means when it says that "when a man prays he should direct his heart to heaven" (Berakoth 31 a). Another Talmud text declares that if a man does not put his mind to the performance of a religious duty his act is not a religious act at all (Rosh ha-Shanah 28b). These same ideas find another formulation in Pirke Aboth or the Sayings of the Fathers, a compendium of maxims that have been popular among all Jews since the early Christian centuries. Here the sage's warning runs as follows: "When you pray do not make your prayer mere routine, but a plea before God for mercy and grace" (PirkeAboth 2:13). To avoid the routine against which this saying warns the reader, and to minimize the danger of prayer becoming a merely mechanical recitation, the rabbis of the Talmud urged that something new should be introduced into one's prayer every day (Berakoth 29b). These and similar declarations created among the Jews an awareness of the importance of personal involvement in prayer, and by the Middle Ages the statement that prayer without kavannah or concentration is like a body without a soul or a husk without a kernel, had become proverbial. The Shulchan Aruch, a sixteenth-century law book which was regarded by all Jews up to our day as the authoritative guide to religious living, stated that "a little prayer with kavvanah is better than a lot without it." Although this declara-tion did nothing to diminish the prolixity of Jewish prayers or to shorten synagogue services--the Sabbath morning service, for example, lasting more than three hours--the spirit behind it continued to motivate pious Jews in their quest for sincerity and moral earnestness in their prayer. Just as the prophets of old rejected prayer that did not come "from the heart" (Ho 7:14; see Ps 108:1), the.rabbis o f the Talmud regarded prayer and worship as"a ser-vice of the heart" (Taanith 2a; see Sifre on Dt 10:12), and the Jews in general knew that prayer which was not a heartfelt, experience was not prayer at all. ' The word Talmud means "teaching," and is the name given to a body of writings that incor-porates what were at one time the oral traditions of Judaism. The Talmud records the laws that regulated the daily life of the Jews, as well as the general lore, legendary and otherwise, that formed popular Jewish culture. One version of the Talmud developed in Palestine from about the year 200-350 A.D., while another version was formulated in Babylon in the period between 200 and 500 A.D. The'Talmud is a commentary on the Mishnah (see next note), and like the latter is divided into six orders, which in turn are divided into tractates. Both Mishnah and Talmud are quoted according to tractate. Each tractate deals mainly with one special topic. Thus, for exam-ple, the tractate Berakoth--the word means "blessings"--deals largely with prayer matters. 42 / Review for Religious, Volume 40, 1981/1 Calm and Composure However, if the teachers in Israel regarded kavvanah as an indispensable quality of true prayer they realized that it was not something that can be easily acquired or retained. A text which has come down to us from about 200 A.D., and which is recorded in the Mishnah,' declares that "none may stand to say the Tefillah3 save in sober mind" (Mishnah, Berakoth 5:1). The text then goes on to say that "the pious men of old used to wait an hour before they said the Tefillah, that they~might direct their heart to God." The Talmud commen-tators on this passage remarked that one should not say the Tefillah while im-mersed in "idleness or laughter, or chatter, or frivolity or idle talk" since these are obvious impediments to the concentration and composure that should characterize one's communion with the Holy One. So important was this concentration and composure in the eyes of the rabbis that they recom-mended that one should not attempt to pray at all when one is agitated or preoccupied by distracting thoughts. They state, for example, that one should not pray on return from a journey in case one might not be able to give proper attention to prayer (Talmud, Erubin 65b). Another text which dates from the early Christian centuries declares that "One whose dead relative lies unburied before him is exempt from reciting the Shema" and the Tefillah . Because when a man sees his loss before him he is distraught" (Dt Rabbah 9:1). These recommendations convey the idea that one must control one's mind, one's imagination, and one's feelings before engaging in prayer. This teaching of the rabbis was to be expressed by Maimonides (died 1204), the great Jewish philosopher of the Middle Ages, who wrote as follows: Before engaging in pra'yer one must free one's heart from all preoccupation~s, and regard oneself as standing in God's presence. It is therefore proper to sit a while before praying in order to direct the heart and then pray calmly and devoutly. However, the Jewish teachers realized that the proper dispositions for prayer cannot be acquired during a few moments of concentration before ac-tually beginning to pray. The quality of one's prayer is greatly influenced by 2 The Mishnah, literally "repetition," is the name given to a collection of teachings that are attrib-uted to rabbis who lived in the period between 150 B.C. and 250 A.D. These teachings were codified by Judah the Prince in the middle of the third century A.D. However, in the compilation of~his Mishnah, Judah used earlier collections of rabbinic teachings. ~ Tefillah, meaning "prayer," is the name given to the Jewish prayer par-excellence which con-sisted of eighteen benedictions or petitions. The Tefillah was recited three times daily, in the morning, in the afternoon, and in the evening. Those who attefided the synagogue recited it there, while others recited it in private. The petitions of the Tefillah substantially go back to New Testa-ment times. ¯ The word Shema simply means "hear." It is the name given to a prayer traditionally recited in the morning and in the evening by every male Jew. The prayer, or rather confession of faith, begins with the passage, "Hear, O Israel." (Dr 6:4-9)--hence the name--and continues with Dt. 11:13-21 and Nb 15:37-41. Service of Heart / 43 the whole tone of one's daily life. Nahmanides, a thirteenth century Jewish mystic and scholar of Spain, was aware of this when he wrote: When you pray, remove all worldly considerations from your heart. Set your heart right before God, cleanse your inmost thoughts, and meditate before uttering your devotions. Act thus all your days and in all things, and you will not sin. By this course your deeds wil! be upright, and your prayers pure and clean, innocent and devout, and acceptable before God. Know Before Whom You Stand When Amos wished to warn his fellow-Israelites about the punishment that awaited them because of their infidelity he said simply: "Prepare to meet your God!" (Am 4:12). These blunt words were given a broad interpretation and the rabbis applied them to the preparation needed for prayer. Such an interpretation of the text is by no means unreasonable, because prayer is a meeting with God, and as such it cannot be lightly undertaken. Prayer for the rabbis in particular was a matter of what they called chutzpah, that is, an act of, boldness, even of impertinence. For who can have a right to appear before his creator and Lord, to address him, and to expect an answer? Yet the Jewish sages knew that prayer was part and parcel of Israelite life, and that the great heroes of old, like Moses, David, Jeremiah, had all prayed. Therefore, although the rabbis spoke of God as ".the Holy One, blessed be he," and addressed him in prayer as "Lord, King of the Universe," they never hesitated to present their every plea before him. The Talmud teaches explicitly that "'chut:&ah, even against God is of avail," meaning that God cannot resist one who prays, and that the Lord of Glory does not rejec~ his servants who approach him. Yet, lest the chutzpah involved in prayer go beyond boldness and con-fidence, and become insolence and offense, rabbinic tradition was careful to insist on the reverence and respect that should characterize one's attitude in God's. presence. The rabbis recalled tha,t when the Israelites saw the glory of God on Sinai "their souls fled" and the~, trembled in holy fear. If Moses and the generation of the Exodus who had experienced so many manifestations of God's power and goodness were unable to stand with confidence in his presence, how much more should the less privileged generations of the people feel overcome by his might and majesty? Rabbi Eliezer (c. 100 A.D.) gave this advice to his disciples: "When you pray, know before whom you stand, and in this way you will win the future world" (Berakoth 28b). A slightly modified version of this text became known to generation after generation of Jews who read the words "Know before whom you stand" inscribed in many synagogues over the ark which contained the scrolls of the law. Such an inscription reminded the worshippers of the awesome meaning of prayer, and forcefully suggested that all levity and casualness were inappropriate in the praying congregation. Other synagogue inscriptions that conveyed the same message were Jacob's words as recorded 44 / Review for Religious, Volume 40, 1981/1 in Gn 28:17: "How awesome is t his place! This is none ot her than t he house of God, and this is the gate of heaven," or the psalmist's declaration "1 keep the Lord always before me" (Ps 16:8), or the well known verse from Isaiah, "Ho-ly, holy, holy is the Lord God of hosts," which was also to have an important place in Christian churches and in Christian prayers. These, or similar words, were continual reminders of synagogue worshippers that an attitude of flip-pant self-assurance or a casual or indifferent mood are unbecoming in one who genuinely strives to enter into communion with his God. However, lest the dignity of God and the serious nature of prayer frighten off the would-be worshipper, other texts which instill an attitude of trust in God's presence were at the disposal of those who went to the synagogue to pray. The Jerusalem Talmud laid down the general principle that the Jew need never hesitate to approach God in prayer: "When a man is in trouble let him not cry out to the angel Michael or to the angel Gabriel, but to me, and I will answer immediately" (Berakoth 9, 1.13a). The traditional Jewish Prayer Book began with a series of biblical texts which were designed to create an atmosphere of adoration and devotion in the worshipping community. Texts such as "O Lord, I love the habitation of thy house" (Ps 26:8), or "But as for me, my prayer is to thee, O Lord" (Ps 69:13) were calculated to set the scene for serene reflection, and to express an awareness of God's love and goodness without which prayer is impossible. So while the Jew's attitude to God contained an ingredient of reverent fear, and while his approach to his Lord was characterized by a sober recogni-tion of the divine majesty that 'cannot be flouted, his relationship to God was also marked by trust in a personal Being who, far from being an arbitrary despot, is a God in whom power and love are one, and who cares for those who approach him with faith. The Talmud taught that "one cannot deal familiarly with heaven" (Berakoth 33b-34a), but it did not set God outside the reach of the average Jewish believer. Gestures of Reverence In Old Testament times the temple in Jerusalem was for the Israelite "the house of the Lord" (Ps 27:4). The perpetual lamp which burned in the temple (see Lv 24:2f) was for the rabbis of later times a witness to mankind that God dwelt among his people (Talmud, Sabbath 22b), and the religious leaders of Israel strove to instill into the people a deep respect for the place where God had set up his abode. The Mishnah records the following prescription that was framed in order to ensure that the biblical command to "reverence the Sanc-tuary" (Lv 19:30) would be fulfilled: A man should not behave himself unseemly [in the temple area]. He may not enter the Temple Mount with his staff or his sandal or his wallet, or with dust upon his feet, nor may he make it a short by-pass; still less may he spit there (Mishnah, Berakoth, 9:5). Of course the ultimate aim of this prescription Was to honor the God who Service of Heart / 45 was worshipped in the temple~. The rabbis are explicit about this when they state that just as one does not revere the Sabbath but him who commanded the observance of the Sabbath, so one is not to revere the sanctuary but him who gave the commandment concerning the sanctuary (Talmud, Yebamoth 6a-6b). The authors of these rabbinic statements understood the importance of an aura of sacredness that can help to make one conscious of being in the divine presence, and that can help to generate the I~avvanah that makes prayer meaningful. Biblical tradition prescribes no particular postures or movements for prayer. But we do find mention of several physical postures that are meant to give expression to one's spiritual and menta