People From Boston

"Patton asked him to go aboard a chopper equipped with a loudspeaker and order his men to surrender. The prisoner quickly refused, and Patton said to him, "If you don't go up in the chopper with me and ask them to surrender you have personally signed their death warrants, because I will be forced to obliterate this position." The NVA captain again declined, and Patton's frustration was evident. He glowered at the man, and said, "Goddamn it, who is winning this war?" "You are," as the reply. "Then in that case," Patton shouted, "why don't we save the lives of your soldiers and let us take them out and feed them and medicate them?" "Sir," he said, "you didn't ask who would win this war." "Well, who is going to win this war?" Patton snorted. "We will," the prisoner said forcefully, "because you will tire of it before we do.""

"I was right in the middle of examinations when they called me up into the Tactical Department Office. Colonel Russel "Red" Reeder told me what had occurred. He went on to explain that my father had suffered a broken neck and was paralyzed. He also said that they were in communication and would keep me informed. I went back to my room and wrote a cable which I went on December 10, 1945. It said: All of us here are praying for your speedy recovery and return home. I know you can do it. Your affectionate son. George."

"For as long as I can remember, I knew that my father labored under the weight of his name: When you're the only son of a legendary yet controversial war hero and you choose to dive into his profession, what do you do next? The pressure was enough to drag anyone under: At my father's graduation from West Point, a guy famously walked up to him and said, "Well, George, you'll never be the man your father was, but congratulations.""

"It was one of those hot days and it got to be about a hundred degrees, and old Mike just got fed up and threw his books in the corner, and said, 'See ya later, Doc, I'm going to war.' Next thing we heard, he was in Italy with the 3rd Division, where he later was awarded the Medal of Honor and received a battlefield promotion."

"A great transformation came over West Point. Many of the staff and faculty who had been there previously were non-combat experienced and had been called up from civilian life. Then in came the new superintendent, General Maxwell D. Taylor, who brought to the Department of Tactics a collection of the finest officers that I have ever known before, or since."

"The lessons of West Point are many, but the Academy has been the source of discipline, courage, and strength for many of its graduates in both peace and war since its founding in 1802."

"While I was never over-romanced by the West Point graduate, at the same time, I always felt, by God, a West Pointer ought to be damn good."

"In each generation, as long as we are to remain a great nation, a group of us are somehow chosen, perhaps by the Almighty, to serve our country and our army and to serve the nation. Perhaps it is a small group, woefully inadequate, but it is there, and regardless of how we see it, regardless of the dwindling budget, the ancient outdated tanks of the 1920s and equipment, the congressional pressures to cut, cut, cut, that group will stay, and as the poet said: "Some for honor, and some for pay.""

"I've got to say the soldiers in Vietnam that I was associated with in my three tours, who were pretty much front-line troops, were the best I'd ever seen on any battlefield. The soldiers were up against some incredibly difficult rules of engagement. I'll tell you a story. It's a real good story. We had some villages to run civic action and medical help in. My engineer company built a school. We were in the village of Binh My, and we got some lumber to rebuild a schoolhouse. We were about two thirds of the way completed. We had a teacher hired who was a cripple. My engineer company was bringing in the supplies in an armored personnel carrier along the little road up to the schoolhouse and they hit a mine. Luckily nobody was seriously injured. Well, the engineers went out there and fixed the armored personnel carrier, and then continued right on building the school. I went up to them and said, "You all are pretty complacent about this." And they said, "Sir, that's our job." There's no way of telling who laid that mine. But it was someone who didn't want us to build that school. They knew we used that little trail. But we just went right on."

"Ever since I was a child I never wanted to be anything else but a soldier."

"My father came to visit and spent about half a day with me during a weekend. At the time, September 1942, he was in a highly classified planning program for the attack on Morocco at Casablanca. He was unable to tell me anything about the operation, except that this would be the last time he would see me before going overseas. He said that I was not to tell anybody that he was going overseas, but that he was leaving soon. Of course, in those days, you didn't have too many privileges as a fourth classman, and besides there were so damned many generals at West Point, and in the Army, that his appearance, as I recall, didn't cause any particular stir. At the time he was a major general and had recently been training in Indio, California."

"I don't know how long this thing will last... We can still lose this war. That's a real clear statement. I wouldn't be a goddamned bit surprised but that we can still lose it. And then you can just write those casualties off and those ever-increasing names on those ever-increasing monuments... You can keep putting them on the monuments and giving out all this crap, all this posthumous DSCs and Purple Hearts... but there's no end to this thing."

"George, the Army needs someone like you right now. You can't quit."

"Christ, I'm busy and there's a lot of people who wanna give me parties and I've got to go and say good-bye to the troops. And Jesus, we've got some great troops here, just great. I'm so kinda sad leaving them, just kinda sad. I was sittin' in the chopper today and I just bawled my goddamn head off, I just did. Funny... It isn't that I don't want to come home; I want to come home and I'm sick of this war a little bit. But leaving this unit is tough, and that's all there is to it."

"I went home and stayed at Green Meadows. A couple of days later we all went up to Boston and the aircraft landed. I'll never forget it. My dad got out of the aircraft and he really looked super; he was fifty-nine years old at the time. With him in the aircraft were a couple of division commanders, including John W. O'Daniel, who had lost his son in the Normandy invasion and who later became my commanding general at the Infantry School at Fort Benning when I went through the basic officers course in 1946. Also aboard was Leon Johnson [USAF], who had been awarded the Medal of Honor for the Ploesti Raid, followed by eight or nine noncoms, not one of whom was wearing less than a Silver Star. All of this was followed by a ticker-tape parade through Boston. That evening my father spoke at the Shell on the Esplanade in Boston. We came home that night quite late and the next morning he came upstairs and woke me up and said we were going for breakfast. I ate breakfast with him and then I got on a train and went back to West Point. It was the last time I ever saw him."

"On the basis of the preliminary theory that resistance to change is a combination of an individual reaction to frustration with strong group-induced forces it seemed that the most appropríate methods for overcoming the resistance to change would be group methods"

"A majority of all grievances presented at Harwood have always stemmed from a change situation."

"The processes of power are pervasive, complex, and often disguised in our society."

"From the point of view of factory management, there were two purposes to the research: (1) Why do people resist change so strongly? and (2) What can be done to overcome this resistance?"

"This is a report of an actual industrial experiment designed to determine why workers resisted job changes and what could be done about the problem. The research arose out of the need to change industrial operations to meet competitive conditions and was instituted after earlier incentives and propaganda procedures had proved ineffectual."

"Accordingly one finds in political science, in sociology, and in social psychology a variety of distinctions among different types of social power or among qualitatively different processes of social influence... Our main purpose is to identify the major types of power and to define them systematically so that we may compare them according to the changes which they produce and the other effects which accompany the use of power."

"It has always been characteristic of American Industry to change products and methods of doing jobs as often as competitive conditions or engineering progress dictates. This makes frequent changes in an individual's work necessary. In addition, the markedly greater turnover and absenteeism of recent years result in unbalanced production lines which again makes for frequent shifting of individuals from one job to another. One of the most serious production problems faced at the Harwood Manufacturing Corporation has been the resistance of production workers to the necessary changes in methods and jobs. This resistance expressed itself in several ways, such as grievances about the piece rates that went with the new methods, high turnover, very low efficiency, restriction of output, and marked aggression against management. Despite these undesirable effects, it was necessary that changes in methods and jobs continue."

"By the basis of power we mean the relationship between O and P which is the source of that power. It is rare that we can say with certainty that a given empirical case of power is limited to one source. Normally, the relation between O and P will be characterized by several qualitatively different variables which are bases of power (30). Although there are undoubtedly many possible bases of power which may be distinguished, we shall here define five which seem especially common and important. These five bases of O's power are:"

"John R. P. French, Jr., was perhaps the most Lewinian of all of Lewin's students, as reflected in his career of basic and action research, institutional innovation and development, and stimulation and support of the work of colleagues and students. Like Lewin, he delighted in theoretical development, but also in its application to social problems; he was a psychologist and experimentalist, but also catholic in the substance and methods of his research; and he was both a forceful advocate and a supportive partner in collaborations with colleagues and students. These Lewinian qualities are evident in his analysis of the bases of social power and his development of theory, research, and a research program on the Social Environment and Health."

"The phenomena of power and influence involve a dyadic relation between two agents which may be viewed from two points of view: (o) What determines the behavior of the agent who exerts power? (h) What determines the reactions of the recipient of this behavior? We take this second point of view and formulate our theory in terms of the life space of P, the person upon whom the power is exerted. In this way we hope to define basic concepts of power which will be adequate to explain many of the phenomena of social influence, including some which have been described in other less genotypic terms."

"The relationship of agency is one of the oldest and commonest codified codes of social interaction. We will say that an agency relationship has arisen between two (or more) parties when one, designated as the agent, acts for the other, designated the principal, in a particular domain of decision problems. Examples of agency are universal."

"In 1950, I received my PhD in psychology. I was offered a fellowship to attend the Graduate School of Public Health at the . My major was to be in industrial mental health under the direction of an industrial psychiatrist from McGill University in Canada by the name of Graham Taylor. Unfortunately, I soon discovered that the concepts of industrial mental health were really a restatement of the concepts of that I had previously studied in clinical and abnormal psychology. Reflecting this disappointment, I entitled my Public Health Practice thesis Mental Health Is Not the Opposite of Mental Illness. After receiving my master’s degree in public health, I took a job as research director for Psychological Services of Pittsburgh. A local industrialist came to see me after a nasty labor relations disturbance and asked me plaintively, ‘What do people want from their jobs?’ I answered him in typical academic fashion, ‘Sir, I don’t know but if you give me enough money I will find out.’. I followed up on my School of Public Health thesis by designing a study to test the hypothesis that job satisfaction and job dissatisfaction were separate concepts. The result was the book, The Motivation to Work, which led to a fundamentally different approach to the study of people’s affective states."

"Idleness, indifference and irresponsibility are healthy responses to absurd work... If you want people motivated to do a good job, give them a good job to do."

"If you want people to do a good job, give them a good job to do — an enriched job."

"In the status game, then, the working-class child starts out with a handicap and, to the extent that he cares what the middle-class persons think of him or has internalised the dominant middle-class attitudes toward social class position, he may be expected to feel some 'shame'."

"Dissatisfiers led to dissatisfaction because of the need to avoid pain for situations that caused discomfort; satisfiers led to job satisfaction because of a need for growth or self-actualization."

"Factors involved in producing job satisfaction were separate and distinct from the factors that led to job dissatisfaction."

"In his book Delinquent Boys (1955) Cohen was concerned to answer a number of questions about delinquency that he felt were not satisfactorily dealt with by Merton's strain theory. These questions sought to investigate:"

"It is generally assumed that... register data are more representative than court data, which are the result of a long selective process of complaint, arrest, arraignment and prosecution."

"I can charge a man's battery, and then recharge it, and recharge it again. But it is only when he has his own generator that we can talk about motivation. He then needs no outside stimulation. He wants to do it."

"A learned man, Emile Durkheim,"

"It's the job of the manager not to light the fire of motivation, but to create an environment to let each person's personal spark of motivation blaze."

"We usually assume that when people steal things, they steal because they want them. They may want them because they can eat them, wear them or otherwise use them; or because they can sell them; or even-if we are given to a psychoanalytic turn of mind because on some deep symbolic level they substitute or stand for something unconsciously desired but forbidden. All of these explanations have this in common, that they assume that the stealing is a means to an end, namely, the possession of some object of value, and that it is, in this sense, rational and utilitarian. However, the fact cannot be blinked-and this fact is of crucial importance in defining our problem-that much gang stealing has no such motivation at all."

"Job satisfaction and job dissatisfaction are not the obverse of each other... The opposite of job satisfaction would not be job dissatisfaction, but rather would be no job satisfaction. Similarly, the opposite of job dissatisfaction is no job dissatisfaction, not satisfaction with one's job."

"All the basic satisfiers, recognition, achievement, advancement, responsibility, and work itself, appeared with significantly greater frequencies in the highs than they did in the low sequences of-events."

"It is really intolerable that we can say only one thing at a time; for social behavior displays many features at the same time, and so in taking them up one by one we necessarily do outrage to its rich, dark, organic unity."

"The job satisfiers deal with the factors involved in doing the job, whereas the job dissatisfiers deal with the factors that define the job context. Poor working conditions, bad company policies and administration, and bad supervision will lead to job dissatisfaction. Good company policies, good administration, good supervision, and good working conditions will not lead to positive job attitudes."

"Let us summarize briefly our answer to the question, "What do people want from their jobs?" When our respondents reported feeling happy with their jobs, they most frequently described factors. related to their tasks, to events that indicated to them that they were successful in the performance of their work, and to the possibility of professional growth. Conversely, when feelings of unhappiness were reported, they were not associated with the job itself but with conditions that surround the doing of the job. These events suggest to the individual that the context in which he performs his work is unfair or disorganized and as such represents to him an unhealthy psychological work environment. Factors involved in these situations we call factors of hygiene, for they act in a manner analogous to the principles of medical hygiene."

"In choosing between alternative actions, a person will choose that one for which, as perceived by him at the time, the value, V, of the result, multiplied by the probability, p, of getting the result, is the greater."

"The factors that are rarely instrumental in bringing about high job attitudes focus not on the job itself but rather on the characteristics of the context in which the job is done: working conditions, interpersonal relationships, supervision, company policies, administration of these policies, effects on the worker's personal life, job security, and salary. This is a basic distinction. The satisfiers relate to the actual job. Those factors that do not act as satisfiers describe the job situation."

"Until the 1950s, individuals were often conceptualized as being at the mercy of structures. The extreme version of this view of man is behaviorism in psychology. In the stimulus response (SR) approach, the goal is to find the proper stimulus; if the search is successful, the stimulus will invariably trigger the response (Skinner, 1953; Hull, 1952). In sociology, the most prominent representative of this view became George C. Homans, who postulated that all behavior is reducible to a few basic mechanisms. Homans was one of the first to present the 'methodological individualism' that later turned out to be the foundation for various versions of 'rational choice'... Homans can be considered an exception in the rigid theoretical frame of sociology."

"A sample limited to one profession would have yielded results of doubtful generality. To develop findings independent of the peculiar circumstances of the engineer, we needed to study a comparable group. Accountants were chosen because their jobs, like those of engineers,· are rich in technique. This richness makes it likely that the accountant, like the engineer, would have much to tell us. However, the groups are vastly different in the nature of their training, their present degree of professionalization, the kind of work they do, and, presumably, the kind of people attracted into them. Last, by covering accountants and engineers, we examined the job attitudes of two of the most important staff groups in modern industry"

"To consider social behavior as an exchange of goods may clarify the relations among four bodies of theory: behavioral psychology, economics, propositions about the dynamics of influence, and propositions about the structure of small groups."

"As a first step in preparing the analytic scheme, all of the interviews were read by one of our staIr members and the replies were broken down into "thought units." A thought unit is defined as a statement about a single event or condition that led to a feeling, a single characterization of a feeling, Or a description of a single effect."

"Among the factors of hygiene we have included supervision, interpersonal relations, physical working conditions, salary, company policies and administrative practices, benefits, and job security."