people-from-wyoming

"Having grown up in a small northern town, Baker didn't understand why they asked him and another black passenger to move to the front car, closer to the noise and exhaust of the locomotive, shortly after the train crossed into Texas. Boarding the empty bus for Camp Wolters, he tossed his bag down and moved into the first seat behind the driver- his first mistake in the segregated South. The driver spun around with words uglier than Baker had ever heard: "Hey, nigger, get up and get to the back of the bus where you belong." Baker's fists clenched as a friendly hand touched him on his arm and led him to the back of the bus. The old man who'd intervened, and possibly saved Baker's life, gave him a quick education in Jim Crow. He'd been close. Stronger men had been lynched for less."

"On April 4, 1997, the day before my pilgrimage, I visited Castle Aghinolfi from the German side of the lines. The invisible hand squeezed my soul. We were worse off than I had realized fifty-two years earlier. The Germans had more of an advantage and tougher defenses than we knew. Not only were they hitting us with mortar rounds from the castle, but there was a German mortar battery behind us that we had missed in our charge up those hills. The ravine was deeper than I remembered; the distance to the castle greater. We never had a chance. And yet we did it."

"Thousands of people embraced me- the towns of Montignoso, Massa, and Cararra, the cities of Pietrasanta and Florence, even the president of Italy. It was a homecoming more incredible than any lost soldier could long for. Yet, I came to Italy imagining one last important march. I planned to retrace my steps to the castle, search for the place where each of my nineteen men took his last breath- those places are indelible in my memory. I planned to pay homage to each man's soul, apologize, thank him, and make our peace. Perhaps I owed a similar apology to the two young German lads in the tank, I reasoned. I was not prepared to meet my ghosts."

"Despite my passion for my men, I cannot better explain why I cannot honor them- the heroes who didn't retreat- by remembering their names. I know it painst me harsh and distant. It has its price. It is a regret that I cannot resolve but will wander the ghostly battlefields of Italy, in my mind, and will always visit me. I do not welcome these memories, but I do not shun the responsibility of carrying them. We did the best we could- and a hell of a lot better than anyone believed we could. We fought fiercely and proudly for a country that shunned us, and we kept fighting because we knew the price of allowing Nazi fascism to rule was far greater than even what we endured. Every time I see a child smile, get to listen to a symphony play, or freely choose a book to read I know we made the right decision. War, however, is the most regrettable proving ground. For the sake of my nineteen comrades, I hope no man, black, white, or any color, ever again has the opportunity to earn the Medal of Honor. War is not honor. Those who rush to launch conflict, and those who seek to create heroes from it, should remember war's legacy. You have to be there to appreciate its horrors. And die to forget them."

"I, too, want to close wounds and answer the questions of World War II. Some wounds will not heal, some questions will not find answers. Even with a Medal of Honor, I remain haunted."

"For conspicuous gallantry and intrepidity at the risk of his life above and beyond the call of duty: First Lieutenant Vernon J. Baker distinguished himself by extraordinary heroism in action on 5 and 6 April 1945. At 0500 hours on 5 April 1945, Lieutenant Baker advanced at the head of his weapons platoon, along with Company C's three rifle platoons, towards their objective; Castle Aghinolfi - a German mountain strong point on the high ground just east of the coastal highway and about two miles from the 370th infantry Regiment's line of departure. Moving more rapidly than the rest of the company, Lieutenant Baker and about 25 men reached the south side of a draw some 250 yards from the castle within two hours. In reconnoitering for a suitable position to set up a machine gun, Lieutenant Baker observed two cylindrical objects pointing out of a slit in a mount at the edge of a hill. Crawling up and under the opening, he stuck his M-1 into the slit and emptied the clip, killing the observation post's two occupants. Moving to another position in the same area, Lieutenant Baker stumbled upon a well-camouflaged machine gun nest, the crew of which was eating breakfast. He shot and killed both enemy soldiers. After Captain John F. Runyon, Company C's Commander joined the group, a German soldier appeared from the draw and hurled a grenade which failed to explode. Lieutenant Baker shot the enemy soldier twice as he tried to flee. Lieutenant Baker then went down into the draw alone. There he blasted open the concealed entrance of another dugout with a hand grenade, shot one German soldier who emerged after the explosion, tossed another grenade into the dugout and entered firing his sub-machine gun, killing two more Germans. As Lieutenant Baker climbed back out of the draw, enemy machine gun and mortar fire began to inflict heavy casualties among the group of 25 soldiers, killing or wounding about two-thirds of them. When expected reinforcements did not arrive, Captain Runyon ordered a withdrawal in two groups. Lieutenant Baker volunteered to cover the withdrawal of the first group, which consisted mostly of walking wounded, and to remain to assist in the evacuation of the more seriously wounded. During the second group's withdrawal, Lieutenant Baker, supported by covering fire from one of his platoon members, destroyed two machine gun positions (previously bypassed during the assault) with hand grenades. In all, Lieutenant Baker accounted for nine enemy dead soldiers, elimination of three machine gun positions, an observation post, and a dugout. On the following night, Lieutenant Baker voluntary led a battalion advance through enemy mine fields and heavy fire toward the division objective. Lieutenant Baker's fighting spirit and daring leadership were an inspiration to his men and exemplify the highest traditions of the military service."

""Heidy usually answers the phone. But I picked it up and said, 'Good morning.' The voice on the other end said, 'Mr. Baker, Vernon Baker?' I said, 'Yeah.' He said, 'What do you know a bout the Medal of Honor?' And I thought, 'Who in the hell is this nut?' and I started to hang up the phone. He said, 'Don't hang up! I'm Professor Gibran and I'm a professor at the Shaw University in North Carolina, and the Army has given us a $350,000 grant to investigate why no black Americans received the Medal of Honor during World War II.' And I said, 'Um, yeah, this is another one of those committees they dream up to investigate, and then all of a sudden they're gone.' Well, he said he'd like to come and talk to me, him and a Colonel Cash. He's deceased now. So I said, 'Okay.' We met them over at a hotel in Spokane for a couple of days, spent the time talking. All of a sudden, reporters started calling, and then people started showing up at the door, wanting interviews."

"[Regarding a 1937 summarization on black soldiers published by the U.S. Army War College] Reading this, I could begin to hate again, but now, I feel it's just from somebody who doesn't know and has his own idea about people that are of a different color or a different ethnic group, or a different religion. I think it's something that came from way back in prehistoric days, and it's been carried on up to now. I had problems with some of the white fellas after the Army was integrated in forty-eight, and I told many of 'em, I said, 'You look at me, and look at my color on the outside, but I'll tell you one damn thing: We get out there and something happens, your blood is just as red as mine, and my blood is just as red as yours. We all bleed the same color.'"

"Dedicated to my grandfather, Samuel Joseph Baker, and the brave soldiers of the 92nd Infantry "Buffalo" Division who fought valiantly in Italy during World War II- especially the men I left behind. Well done, fellows. We did it."

"I received the Medal the thirteenth of January, nineteen-ninety-seven, from President Clinton. Seven were awarded, but I was the only one still walking around. I was thinking about nineteen men left on a hillside."

"It seems to me that some of us may have a fundamental difference in philosophy and perspective. The issue we face today is the tendency to place substantial revenues out of our reach, out of our investment strategy, and out of our future. The budget crisis is at least in part artificial and one which will be perpetuated if we do not act to change our investment strategy, continue our important savings programs and meet changing social and economic needs."

"In you deliberations on this issue I want you to keep in mind a letter I received from a 70 year-old man in Riverton. He wrote to explain that his social security check is his only source of income. His savings were spent battling the cancer which eventually took his wife's life. Last year he had to sell his car to pay his property tax. In the letter he threatens to burn his home to the ground rather than let the state take it for unpaid taxes."

"Ladies and gentlemen, the state of our state is one of strength and promise. And that strength is based on our vast resources and the strength of our people."

"The state of Wyoming and the governor's office do not and will not take sides in a labor dispute, because I don't believe that's the role of government."

"Regardless of our parties or philosophies, we have been joined by our desire to serve the people of Wyoming and bonded by the challenges of a most difficult time in our state's history."

"I am convinced that we must reduce our overdependence on mineral revenues and broaden our tax base or risk Wyoming slipping into a death spiral destine for oblivion."

"Let us follow the lights of change and seize this opportunity to invest in our future in a new way. I acknowledge there is some risk in the investments I ask you to make, but I am convinced as I stand before you today that the greater danger is in doing nothing or failing to invest."

"A few politicians, the editor of the Star-Tribune and his chief surrogate have exercised their vocal cords and their penmanship with great vigor. Since they are burdened by neither responsibility nor facts, they have hip-shot the issues with an energy usually reserved for the months preceding an election."

"My opponent is maybe facing a short, negative political career, and he can't build himself up, so he's hoping to tear me down."

"A tax increase is still a tax increase, no matter what you call it."

"The management system of an organization must have compatible component parts if it is to function effectively. This conclusion has a very important implication; experiments in organizations must involve internally consistent changes. The traditional atomistic research design is not appropriate for experiments involving organizational theory or management systems. Every aspect of a management system is related to every other part and interacts with it. The results obtained by altering a single variable or procedure while keeping all others the same usually will yield quite different results from those obtained when that variable is changed along with simultaneous and compatible changes in all other aspects of the management system. The true influence of altering one aspect of the system cannot be determined by varying it and it alone... In experiments involving organizational theory and management systems, therefore, a systems approach must be used. The organic integrity of each system must be maintained while experimental variations are being made."

"A variety of studies in widely different fields show that supervisors who are getting the best production, the best motivation, and the highest levels of worker satisfaction are employee-centred appreciably more often than production-centred."

"The preceding analysis shows that a manager who has high performance goals and excellent job organization but who relies solely on economic needs and direct pressure to motivate his men is very likely to be to be disappointed by their achievements. The noneconomic motives must be used fully, along with the economic needs, to create high performance goals and establish the level of motivational forces which yield high productivity. Since the principle of supportive relationships and group methods of supervision enable a manager to make effective use of the noneconomic motives, some valuable insights can be obtained by examining how these managerial principles appear to affect the motivations, satisfactions, and behavior of the members of an enterprise. A substantial body of research findings demonstrates that the greater the loyalty of the members of a group toward the group, the greater is the motivation among the members to achieve the goals of the group, and the greater is the probability that the group will achieve its goals."

"The superior in one group is a subordinate in the next group, and so on through the organization."

"[Each person] is a member of one or more functioning workgroups that have a high degree of group loyalty, effective skills of interaction and high performance goals."

"To be effective in leading his own work group, a superior must be able to influence his own boss, that is he needs to be skilled both as a superior and as a subordinate."

"As tasks become more varied and require greater training and skill, the relationship (between job attitudes and performance) appears to change progressively from the negative to positive."

"Interaction and decision making rely heavily on group processes."

"As people acquire more education, their expectations rise as to the amount of responsibility, authority, and income they receive."

"[It remains to be seen whether the newer management theories, based as they are on research in industrial concerns, will be] equally applicable to other kinds of organized human activity, such as schools, voluntary organizations, unions, hospitals, governmental agencies, scientific and professional organizations, and the like."

"The leadership and other processes of the organization must be such as to ensure a maximum probability that in all interactions and all interactions and all relationships with the organization each member will, in the light of his background, values, and expectations, view the experience as supportive and one which builds and maintains his sense of personal worth and importance."

"All component parts of any system of management must be consistent with each of the other parts and reflect the system's basic philosophy."

"How best to organize the efforts of individuals to achieve desired objectives has long been one of the world's most important, difficult, and controversial problems."

"A number of statistical assumptions are made in the application of his (Thurstone's) attitude scale e.g. that the scale values of the statements are independent of the attitude distribution of the readers who sort the statements assumptions which as Thurstone points out, cannot always be verified. The method is more over laborious. It seems legitimate to enquire whether it actually does its work better than the simple scales which may be employed and the same breath to ask also whether it is not possible to construct equally reliable scales without making unnecessary statistical assumptions."

"Research reveal that managers achieving better performance (i.e., greater productivity, higher earnings, lower costs, etc. ) differ in leadership principles and practices from those achieving poorer performance."

"Conflict is viewed as the active striving for one's own preferred outcome which, if attained, precludes the attainment by others of their own preferred outcome, thereby producing hostility."

"The best part of the book, which is written from an expressly Christian and conservative way of looking at the world, is his contention that the morality of the humane treatment of animals rests not—as the “animal rights” theorists such as Peter Singer would have it—on animals being equal to human beings but precisely on their being unequal and therefore so very dependent and vulnerable. That’s why the subtitle speaks of “the call to mercy” rather than “the call to justice,” although Scully does, against his better instincts, end up entangling himself in some of the esoterica of the animal rights theorizing. Most pertinent to public policy is his polemic against industrial, or containment, farming. He visited some huge pig plants in North Carolina and what he reports is unpleasant in the extreme."

"Animals are so easily overlooked, their interests so easily brushed aside. Whenever we humans enter their world, from our farms to the local animal shelter to the African savanna, we enter as lords of the earth bearing strange powers of terror and mercy alike. Dominion, as we call this power in the Western tradition, today requires our concentrated moral consideration …"

"Not many people have been able to get inside one of the factory hog farms that blight the Midwestern and Southern United States today. Matthew Scully did, though, and he has written one of the most scathing yet compassionate books about animals in the entire literature: Dominion. I cannot recommend it highly enough."

"How we treat our fellow creatures is only one more way in which each one of us, every day, writes our own epitaph—bearing into the world a message of light and life or just more darkness and death, adding to the world's joy or to its despair."

"Standing outside a factory farm, the first question that comes to mind is not a moral but a practical one: Where is everybody? Where are the owners, the farmers, the livestock managers, the extra hands, anybody? I have been driving around the North Carolina countryside on a Thursday afternoon in January 2001, pulling in at random to six hog farms, and have yet to find a single farmer or any other living soul. … There are so many factory farms around here that they are easy to miss. I doubt that the average visitor just passing through even knows what they are …"

"Foot-and-mouth disease is a form of flu, treatable by proper veterinary care, preventable by vaccination, lethal neither to humans nor to animals. These animals, millions of them not even infected, were all killed only because their market value had been diminished and because trade policies required it—because, in short, under the circumstances it was the quick and convenient thing to do. By the one measure we now apply to these creatures, they had all become worthless. For them, the difference between what happened and what awaited them anyway was one of timing. And for us the difference was visibility. This time, we had to watch."

"It began with one pig at a British slaughterhouse. Somewhere along the production line it was observed that the animal had blisters in his mouth and was salivating. The worst suspicions were confirmed, and within days borders had been sealed and a course of action determined. Soon all of England and the world watched as hundreds, and then hundreds of thousands, of pigs, cows, and sheep and their newborn lambs were taken outdoors, shot, thrown into burning pyres, and bulldozed into muddy graves. Reports described terrified cattle being chased by sharpshooters, clambering over one another to escape. Some were still stirring and blinking a day after being shot."

"An educated man is thoroughly inoculated against humbug, thinks for himself and tries to give his thoughts, in speech or on paper, some style."

"Any education that matters is liberal. All the saving truths, all the healing graces that distinguish a good education from a bad one or a full education from a half-empty one are contained in that word."

"I look forward to the day when I can be Republican again. I'm an Alan Simpson Republican."

"I think you know grandchildren now don't write a thank you for the Christmas presents that are walkin' on their pants with their cap on backwards, listenin' to the Enema Man and Snoopy Snoopy Poop Dogg and they don't like 'em."

"I have had the rich satisfaction of knowing and working with many openly gay and lesbian Americans, and I have come to realize that "gay" is an artificial category when it comes to measuring a man or woman's on-the-job performance or commitment to shared goals. It says little about the person. Our differences and prejudices pale next to our historic challenge."

"So the punchline for George Bush is this, you would have wanted him on your side. He never lost his sense of humor. Humor is the universal solvent against the abrasive elements of life. That’s what humor is. He never hated anyone — he knew what his mother and my mother always knew: hatred corrodes the container it’s carried in."

"We've got only one thing to say: "Klaatu barada nikto.""