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Front Cover -- Title Page -- Copyright -- Dedication -- Contents -- Acknowledgements -- Introduction -- Chapter 1: The Fire, the Search and a Town Divided -- Chapter 2: The Johnson Clan and the Professional Boxer -- Chapter 3: Flames in the Night, Smoldering Ruins and a Massive Manhunt -- Chapter 4: "A Hotel, a Livery and Several Stores" -- Chapter 5: The Lundeens and the Lindstroms -- Chapter 6: A Town in Mourning and a Posse of Farmers -- Chapter 7: What Did Mr. Peers Know? -- Chapter 8: Albin Johnson's Biggest Defender -- Chapter 9: Gangsters and Hoodlums -- Chapter 10: Boozer Hank, Ghost Stories and Urban Legends -- Chapter 11: Did the Brothers Do It? -- Chapter 12: What Really Happened? -- Epilogue -- Bibliography -- About the Author.

Introduction: Nazism as an epitome of evil for American ethics -- From Hun to Holocaust: American's depiction of Nazism before and after camp liberation -- America über alles: the promise of an American postwar -- Are you now or have you ever been: Nazism and the second Red Scare -- Pod people and swastikas: Nazism and images of the Communist threat -- The matinee war: selling the war against Communism with the Nazis of World War II -- White power, Black power: the use of Nazi analogy in civil rights and Black power rhetoric -- Conclusion: the repercussions of ubiquity

Proceedings Paper (for Acquisition Research Program) ; Everyday, contracting officers must procure the goods and services for the Federal Government, while balancing competing and oftentimes conflicting demands. Over time a number of laws, regulations and guidance have been put in place to direct the actions of the Government as it interacts with the private sector in this country. As a result of our political process and the method in which laws are created, some of these requirements have conflicted with other guidance already in place within the Federal acquisition process. Several examples are present throughout our history, and in current regulations, to illustrate these forces that the contracting officer must manage. One example is the balancing act required between full and open competition, under Competition in Contracting Act (CICA) and the direction given by the Federal Acquisition Regulation (FAR) to set aside requirements for different types of small disadvantaged businesses. However, through innovative strategies, the creative contracting officer can balance these requirements while providing the best value for the Government. This paper frames the context of how these competing demands have evolved and how the government can balance these different needs and responsibilities. ; Naval Postgraduate School Acquisition Research Program ; Approved for public release; distribution is unlimited.