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WELCOME

Welcome to the second edition of Training World.

The first issue may be viewed at:
http://www.egroups.com/message/trainingworld/1

Training World now has over 380 subscribers.

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SITE UPDATES

To celebrate this issue, I have added new diversity activities and icebreakers:
http://www.nwlink.com/~donclark/leader/leadtrn.html#diversity

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DOING THE RIGHT THING

Managers are people who do things right, while leaders are people who do the
right thing. - Warren Bennis, Ph.D. "On Becoming a Leader"

What is ethics? Warren Bennis perhaps said it best in the above quote, "doing
the right thing". Simply defined, ethics is learning what is right or wrong,
and then doing the right thing. However, "doing the right thing" is not always
clear. Organizations often end up doing something unethical because they get in
a manager's mind-mold and attempt to do things that sounds right, particularly
when it comes to saving the organization's money. During times of crises, what
they need to do is to think like a leader and come up with a vision that does
the right thing...for everyone!

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LOVE CANAL

In the late 1960s, Occidental Petroleum acquired Hooker Chemicals, a company
with plants in upstate New York (Niagara Falls). During the 1952 - 1956 period,
Hooker Chemicals had buried hazardous chemical wastes in the abandoned Love
Canal. After the canal was filled, it was covered with mud and dirt and
forgotten. Later, it was sold for the price of $1 to local municipal
authorities and became the site of a school playground and residential housing.
In 1974, residents of the area noticed a foul smell emanating from the site and
chemicals leaching from the ground. This started a process of media and
governmental investigations and heightening public concerns about health and
safety of area residents. Before long, Occidental Petroleum found itself in the
middle of a major crisis that threatened its finances, tarnished its image, and
tied it up in lawsuits for several years.

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REFLECTION TIME - Hooker Chemical and the "Three Spheres of Need:"

Organizations make decisions that effect three spheres of need:
1. Money - finance, sales, etc.
2. People - employees, managers, their families, etc.
3. Common Good - society, environment, etc.

Hooker Chemical failed to find the place where all three needs overlap.
How often are major decisions made by you and your team decided upon by using
the three spheres of needs?
How often should the three spheres of needs be considered when making major
decisions?

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THE TYLENOL CRISES

When 12 year-old Mary Kellerman of Elk Grove Village, Ill., awoke at dawn with
cold symptoms, her parents gave her one Extra-Strength Tylenol and sent her
back to bed. Little did they know, they would wake up to find their daughter
dying on the bathroom floor.

Johnson & Johnson won the public's heart, and the public's trust, with its
obvious commitment to protecting the consumer during the Tylenol poisoning
scare. In the fall of 1982, McNeil Consumer Products, a subsidiary of Johnson &
Johnson, was confronted with a crisis when seven people mysteriously died in
Chicago. Authorities soon determined that all seven people ingested an
Extra-Strength Tylenol capsule laced with cyanide. The news of this incident
traveled quickly and was the cause of a massive, nationwide panic. These
poisonings made it necessary for Johnson & Johnson to launch a public relations
program immediately, in order to save the integrity of both their product and
their corporation.

The Extra-Strength Tylenol capsules in question were found to contain 65
milligrams of cyanide. The amount of cyanide necessary to kill a human is five
to seven micrograms. Dr. Thomas Kim, chief of the Northwest Community Hospital
at the time of the poisonings, said, "The victims never had a chance. Death was
certain within minutes."

Johnson & Johnson told of the company's strict quality control and said that
the poisonings could not have been performed in the plants. The tainted Tylenol
capsules were from four different manufacturing lots. Evidence suggests that
the pills were taken from different stores over a period of weeks or months.
The bottles, some of which had five or less cyanide laced capsules and one
which had ten, were tampered with and then placed back on the shelves of five
different stores in the Chicago area.

"I don't think they can ever sell another product under that name. There may be
an advertising person who thinks he can solve this and if they find him, I want
to hire him, because then I want him to turn our water cooler into a wine
cooler." - Advertising genius, Jerry Della Femina as told to the New York Times
right after the crises.

Johnson & Johnson needed to find the best way to deal with the crises, without
destroying the reputation of their company and their most profitable product,
Tylenol. They immediately alerted consumers across the nation, via the media,
not to consume any type of Tylenol product. They told consumers not to resume
using the product until the extent of the tampering could be determined. They
also recalled all Tylenol capsules from the market. The recall included
approximately 22 million bottles of Tylenol, with a retail value of more than
100 million dollars. This was unusual for a large corporation facing a crisis.
They also immediately put up a reward of $100,000 for the killer.

At first, it is easy to believe that such a move could hardly be acting in the
best interest of the company's stockholders. Johnson & Johnson's top management
put customer safety first, before they worried about their company's profit and
other financial concerns. In other words, they did the right thing.

Della Femina was quite wrong in assuming that Tylenol would never sell again.
Not only is Tylenol still one of the top selling over the counter drugs in this
country, but it took very little time for the product to return to the market.
Johnson and Johnson's handling of the Tylenol tampering crisis is considered by
public relations experts to be one of the best. Johnson & Johnson was praised
for their socially responsible actions. Along with the nationwide alert and the
Tylenol recall, Johnson & Johnson established relations with the Chicago
Police, the FBI, and the Food and Drug Administration. This way the company
could have a part in searching for the person who laced the Tylenol capsules
and they could help prevent further tamperings.

"Johnson & Johnson has effectively demonstrated how a major business ought to
handle a disaster. This is no Three Mile Island accident in which the company's
response did more damage than the original incident. What Johnson & Johnson
executives have done is communicate the message that the company is candid,
contrite, and compassionate, committed to solving the murders and protecting
the public." - Jerry Knight, The Washington Post on October 11, 1982. Note
that they could have disclaimed any possible link between Tylenol and the seven
sudden deaths in the Chicago area. The company never attempted to do anything,
other than try to resolve the deaths.

As final step in Johnson & Johnson's public relations plan, the company offered
to exchange all Tylenol capsules that had already been purchased for Tylenol
tablets. It was estimated that millions of bottles of Tylenol capsules were in
consumer's homes at the time. Although this proposition cost Johnson & Johnson
millions more dollars, and there may not have been a single drop of cyanide in
any of the capsules they replaced, the company made this choice on their own
initiative in order to preserve their reputation.

To make a comeback, New Tylenol capsules were introduced in November with a
triple-seal tamper resistant packaging: the package has glued flaps on the
outer box, which must be forcibly opened. Inside a tight plastic seal surrounds
the cap and an inner foil seal wraps over the mouth of the bottle.

To advocate the use of Tylenol to customers who may have strayed from the
brand, Johnson & Johnson provided $2.50 coupons that were good towards the
purchase of any Tylenol product. Also, over 2250 sales people from Johnson &
Johnson domestic affiliates were asked by Johnson & Johnson to make
presentations to people in the medical community. These presentations were made
by the millions to promote support for the reintroduction Tylenol.

How Did Johnson & Johnson Make These Decisions? They simply turned to their
corporate business philosophy, which they call "Our Credo," when determining
how to handle the Tylenol situation. The credo was written in the 1940's by
Robert Wood Johnson, the company's leader for 50 years. Little did Johnson
know, he was writing an outstanding public relations plan. Johnson saw business
as having responsibilities to society that went beyond the usual sales and
profit incentives. He felt that his credo was not only moral, but profitable as
well. The credo stressed, it was important for Johnson & Johnson to be
responsible in working for the public interest. The public and medical
community was alerted of the crisis, the Food and Drug Administration was
notified, and production of Tylenol was stopped. The media did much of the
company's work. Queries from the press about the Tylenol crisis were beyond
2,500.

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REFECTION TIME - Johnson & Johnson Response Verses Perrier

There was coverage of the burials on television when the first three victims of
the poisoned capsules were buried. Johnson & Johnson executives wept not only
out of grief, but some out of guilt. One top executive said, "it was like
lending someone your car and seeing them killed in a traffic accident." That
weekend, opposition to the national recall all but vanished and it was
announced that 31 million bottles of Extra-Strength Tylenol capsules would be
pulled off merchant's shelves.

In many other similar cases, companies had put themselves first, and ended up
doing more damage to their reputations than if they had immediately taken
responsibility for the crisis. An example of this was the crisis that hit
Source Perrier when traces of benzene were found in their bottled water.
Instead of holding themselves accountable for the incident, Source Perrier
claimed that the contamination resulted from an isolated incident. They then
recalled only a limited number of Perrier bottles in North America.

When benzene was found in Perrier bottled water in Europe, an embarrassed
Source Perrier had to announce a worldwide recall on the bottled water.
Apparently, consumers around the world had been drinking contaminated water for
months. Source Perrier was harshly attacked by the media. They were criticized
for having little integrity and for disregarding public safety.

How has the present Firestone tire crises been handled - in the manner of
Johnson & Johnson or Perrier? Why?

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ALOMAR & HIRSCHBECK

During a late September baseball game in 1966, Roberto Alomar, at that time
with the Baltimore Orioles, became enraged for being called out on strikes by
umpire John Hirschbeck. Alomar got into an argument and spit in the umpire's
face, not only earning a five game suspension, but also I place in baseball
infamy.

To make matters even worse, Alomar later said that he thought Hirschbeck was
under too much stress because his eight year old son, John Drew, had died three
years earlier from a rare brain disease called adrenoleukodystrophy (ALD) and
his other son, Michael, also has ALD. Each year, about 1,000 people in the
United States become affected with ALD.

But now, Alomar, along with his brother Sandy, the Indians' catcher, help
Hirschbeck raise money for a foundation he started to find a cure for ALD. The
Alomars have donated autographed jerseys for a charity auction that fetched
$6,600. This year Roberto is buying 25 jerseys that the Indians will wear for
one game and then sign for Hirschbeck's fund raising auction, whose events have
raised almost $250,000 for ALD research the past two years.

The reconciliation between Alomar and Hirschbeck began last year by a mutual
friend, Jack Efta, who runs the umpire's room at the Indian's Jacob field. The
two avoided each other as much as possible, but last year Hirschbeck asked Efta
what type of guy Alomar is. He told him, "He's one of the nicest people I've
met. And you're the other one." Surprised, Hirschbeck approached Alomar that
night and the two decided to let go of the past. They each consider each other
friend. Hirschbeck said, "If that's the worst thing that Robbie ever does in
his life, he'll lead a real good life. People make mistakes. You forgive, you
forget, and you move on."

Alomar, who is stilled booed in some cities, has said, "I want people to know
that I care about people, especially kids. We're not here to hold grudges;
we're here to help people. Hopefully, someday a miracle will happen and we can
find a cure for John's son. That would be the happiest day in my life, because
I had helped somebody."

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CORPORATE CULTURE - or Making Money by Doing the Right Thing

Organizational cultures that emphasized all the key managerial constituencies
(customers, stockholders, and employees) and leadership from managers at all
levels outperformed firms that did not have those cultural traits by a huge
margin. Over an 11 year period, the former increased profits by an average of
682 percent verses 166 percent for the latter, expanded their workforce by 282
percent verses 36 percent, grew their stock prices by 901 percent verses 74
percent, and improved their net incomes by 756 percent verses 1 percent. - John
P. Kotter and James L. Heskett, Corporate Culture and Performance (1982), The
Free Press. (based on empirical rather than anecdotal evidence, gathered from a
canvass of more than 200 blue-chip enterprises in 22 industries, covering an
11-year span through 1990)
http://www.amazon.com/exec/obidos/ASIN/0029184673/ bigdogsbowlofbis/

Cone, a strategic management company based in Boston, performed a join study in
1999 with Roper Starch Worldwide, a research company also based in Boston, and
found that companies that partner with nonprofits experience bottom-line
results through increased sales and long-term customer and employee loyalty.

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JACK IN THE BOX

In January 1993, tragedy struck when the deadly E.coli virus was traced to Jack
in the Box's Pacific Northwest restaurants. The 300 or so food poisoning cases
reported in the previous week were linked to undercooked beef at the hamburger
chain's shops. Jack in the Box not only survived this horrific crisis; they
have since experienced an unprecedented revival. What makes this story unique,
however, is not the company's crisis-management tactics, but how it transformed
this crisis into an opportunity to remake its entire corporate culture and
reawaken a near-comatose brand. Jack in the Box is now considered an industry
leader in safety and health procedures, not because of great spin control, but
as a result of changes throughout the company.

Jack in the Box initially did not handle the public relations crisis very well.
It took two days after the health department had traced the bad meat to a
supplier before the company addressed the public and had removed all meat from
its restaurants. Jack in the Box officials did not take immediate decisive
action to shut down all the stores for a few days and teach employees how to
properly grill hamburgers.

After the incident, the company developed the most comprehensive and
multi-dimensional food safety system in the fast-food industry. Called HACCP
(hazard analysis critical control points), the program consisted of "farm to
fork" procedures that included microbial meat testing by Jack in the Box
suppliers and in-restaurant grilling procedures to ensure fully cooked
hamburgers. The U.S. Department of Agriculture (USDA) has since called the
program the industry model. The success of the food safety program would
contribute greatly to the company's eventual recovery when ten quarters later;
it would post its first profits since the outbreak.

On the second anniversary in January 1995, Jack in the Box still struggled with
a negative corporate reputation resulting from the outbreak. The company often
faced a hostile press that tended to reprise the blame and focus on the past
event because they had little knowledge of the company's progress since. To
better manage news stories about the company, corporate communications sought
to improve these relationships. Through a public service campaign, they let
consumers know that food poisoning incidents were prevalent - with more than
five million cases a year resulting in 4,000 deaths, most occurring in the
home. Although USDA meat inspection regulations had been in place since 1906,
these regulations have remained virtually unchanged. Without microbial and
scientific procedures, the nation's meat supply is vulnerable to dangerous
pathogens. In essence, the outbreak could be traced to inadequate government
controls. Today, E.coli outbreaks continue to occur across the country not just
in restaurants, but in homes.

Now, reporters look at Jack in the Box as the authority on food safety. For
example, when "20/20" was researching its story on food safety, the reporter
was told by Jack in the Box competitors to consult Dr. Theno, Jack in the Box's
vice president of quality assurance. Food bacteria are far more common than
most people realize. "We begin with our suppliers," Thelmo says. If a
supplier's products test positive for bacteria more than once, the supplier is
dropped. Every day, restaurant management tests cooking systems, including
cooking sample products. There are weekly inspections. As a final step, each
and every cooked patty is individually checked visually by an internally
certified employee before it can be removed from a grill."

Another key to the turnaround was the humanizing of the chain by resurrecting
the "Jack" icon and literally blowing up the company's culture -- the first
Jack ads by Los Angeles-based Chiat/Day showed Jack dynamiting company
headquarters. It was a necessary transformation that has paid enormous
dividends. "Laws do not make food safe," adds Theno. "Companies make it happen
with extra focus and effort."

Although it took almost two years before sales recovered to pre-poisoning
levels, Jack in the Box is now experiencing the most profitable run ever. Jack
in the Box has a new culture and a new self-image.

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REFLECTION TIME - Odwalla

Jack and the Box executives were genuinely horrified, which compensated for
their lack of PR skills. Unlike the juice company, Odwalla, that had its own E.
coli poisoning crisis in 1996, it did not use the potential legal liability
arising from the incident as a shield. One plaintiff's lawyers later told
reporters that the Jack in the Box's executives had cried during a deposition.
And unlike Odwalla, which offered lip service about taking responsibility but
tried for years to hide documents that showed that the poisonings resulted from
shoddy internal controls, Jack in the Box instituted a state-of-the-art food
handling system.

How would your organization handle a major catastrophic crisis? Would it be a
response similar to Jack in the Box, Odwalla, Johnson & Johnson, Perrier, or
Firestone?

Note that although there are regulations, code of ethics, etc.; there are no
universal answers that address all the tough decisions that organizations face
everyday. Also, as Johnson & Johnson showed, being ethical in business and
generating profits are not mutually exclusive actions.

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BEN & JERRY'S ICE CREAM

What do you do with too much ice cream? That was the dilemma faced a few years
ago by Ben & Jerry's. After every run of their fine ice creams, technicians at
its Waterbury plant washed down their machines with hot water, leaving gallons
of diluted ice cream. At most companies, the waste would have presented no
dilemma at all?just wash it down the drain. Ben & Jerry's, with its socially
conscious philosophy, had another idea. The ice cream water was collected and
given away to local pig farmers.

It seemed like a win-win situation - Ben & Jerry's solves a minor environmental
problem while the local small farmers get an unexpected windfall. At least,
that's what everyone thought. But benevolence soon led to unexpected
complications. Piglets that happily slurped Ben & Jerry's ice cream water never
made it to 600 pound adulthood. Instead, they suddenly died at 200 pounds,
victims of oddly human-like arteriosclerosis.

Neither Ben & Jerry's nor the farmers had explored the implications of feeding
pigs premium ice cream. It was a minor catastrophe, the kind of reckless
idealism that everyone would forgive, but Ben & Jerry's chose to hide the mess.
A reference to the project was suddenly deleted from the company's annual
report; no one was allowed to talk about the story, even to its social auditor.

This would be an amusing story if not for the disturbing insights it offers
into Ben & Jerry's romantic managerial style and the contradictions of many
organizations that boast the moral high ground. Mistakes will always be made -
but organizations must owe up to them, not sweep them under the rug.

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TEXACO AND DIVERSITY

"When you're walking down the hall and you see that there's nothing but white
males that occupy these offices, and rarely do you see any women or minorities,
you know that there's a problem somewhere along the line." - Veronica Shinault,
former Texaco employee.

"Texaco got religion on diversity. They've gone from zero to hero. What they
are currently doing, other companies would do well to follow." - Schreiber's
remarks on Texaco's response to a 1996 release of tapes in which top executives
made disparaging remarks about African-Americans and then their launching an
extensive diversity campaign that included spending more than $800 million on
minority vendors, improving recruiting, and increasing minority representation
among its dealers and distributors.

Of its 873 executives at Texaco who earn more than $106,000 a year, only 6 are
black. Six African-American employees filed a federal anti-discrimination
lawsuit against Texaco on behalf of 1400 others. The plaintiffs seek tens of
millions of dollars in damages against the oil company. There have been several
complaints about the lack of minorities in management positions at Texaco. In
addition, lawsuits have been brought against Texaco citing racial
improprieties.

Then, a tape was released which has Texaco's senior management complaining
about its African-American workers, referring to them as "black jelly beans."
On the tape, executives seem to belittle minority employees. Three of the
participants: then Treasurer Robert Ulrich, David Keough, a senior assistant
treasurer, and Richard Lundwall, a senior personnel coordinator, who recorded
the meeting. There was a huge public uproar. Boycotts against Texaco were
launched. The company's stock value dropped by $1 billion.

Three tape excerpts:

1. "That's funny. All the black jellybeans seem to be glued to the bottom of
the bag." - Richard Lundwall

2. "I'm still having trouble with Hanukkah. Now we have Kwanza, F---ing
niggers, they have s--t all over us with this." - Robert Ulrich

3. "We're gonna purge the s--t out of these books, though." - Robert Ulrich
(NOTE: The executives are heard making what seem to be plans to destroy
evidence in a criminal investigation by the FBI.)

Texaco's C.E.O., Peter Bijur, turned to his P.R. advisers, who advised the
"total contrition" approach recommended by Burson-Marsteller to Union Carbide
after the latter's plant in Bhopal sent out a poison cloud in December of 1984
that killed 2,153 people - they decided to send the company chairman, Warren
Anderson, on a "spontaneous" dash to India.

All of this was taken to heart by Bijur and his people. The Texaco chief
denounced racism with great heat on the Ted Koppel show, Nightline. But
meanwhile it seems another faction at Texaco, despising all the sickening
candor and remorse, stuck with the oilman's creed: When the sewage starts to
seep out into the street, deny everything.

Experts were hired. They enhanced the tape, and by the time they were done,
Ulrich was allegedly saying, "I'm still struggling with Hanukkah, and now we
have supposedly Kwanzaa. I mean, I lost Christmas. Poor St. Nicholas. They s--t
all over his beard." Much better. And it turned out some unpalatable talk about
"black jelly beans" was a perfectly understandable recollection of a racial
sensitivity course the Texaco executive had once attended. Of course, the tape
still had ugly phrases about destruction of evidence, but the N-word had, so
the tape experts insisted, not been used.

The new version of the tapes was released to the press and bore fruit useful to
Texaco. It was widely reported. But, Bijur had committed himself to candor and
remorse. It was too late. Texaco had forgotten the most basic maxim of all: Get
your story straight.

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TRAINING DIVERSITY

In Forbes January 27, 1997 issue, "As I See It - The Diversity Trap," Dinesh
D'souza writes:

"TEXACO'S chief executive, Peter Bijur, has committed his company to racially
targeted hiring, promotion and contracting. He gave all black employees a 10%
raise and claimed that such measures were good business for Texaco?"

"Who can blame the poor man for saying such things with a gun to his head? He
was faced with the threat of a boycott in a highly competitive market. Yet
Bijur must have recognized the irony of the situation, even as he fell into the
diversity trap."

"The most inflammatory statement on the infamous Texaco tapes is where an
executive compares African-Americans to jellybeans at the bottom of a jar. Far
from being a racist remark, this was a direct reference to language used in a
diversity workshop at Texaco. What a travesty. Expanded diversity training at
Texaco is prescribed as the remedy for a problem that diversity training
produced."

"Recent surveys suggest that at least half of all major American companies have
signed up for such "diversity workshops." If the Texaco example is at all
typical, these efforts may be causing more harm than the good they do. Instead
of minimizing the differences among ethnic groups and striving to find common
ground, these workshops usually tend to sharpen the differences and heighten
tensions."

My Reply:
D'souza attempts to lay the blame on diversity training instead of focusing
upon the real issue - the leaders. You CANNOT start a diversity program WITHOUT
the full blessing and backing of your leaders. Texaco implemented a
half-hearted attempt of diversity. Also, they were trying to cover up other
racial issues, which the tapes clearly prove.

Let's go back to Bennis' statement, "Managers are people who do things right,
while leaders are people who do the right thing." Texaco's bosses were not even
managers, much less leaders. They did not attempt to do the right thing AND
they did not attempt to do things right.

The FULL responsibility lies with their so-called leadership, not with their
training program. If you are going to do something?then do it!

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RESOURCES

The Good, the Bad, and Your Business: Choosing Right When Ethical Dilemmas Pull
You Apart
http://www.amazon.com/exec/obidos/ASIN/0471347795/bigdogsbowlofbis/

The Ruthless Leader: Three Classics of Strategy and Power by Alistair McAlpine
(Editor)
http://www.amazon.com/exec/obidos/ASIN/0471372471/bigdogsbowlofbis/

Strategic Management of Corporate Crises
http://www.esocrates.com/graphics/module/done/smcc.html

Complete Guide to Ethics Management: An Ethics Toolkit for Managers
http://www.mapnp.org/library/ethics/ethxgde.htm

Ethics for the New Millennium by Dalai Lama
http://www.amazon.com/exec/obidos/ASIN/1573220256/bigdogsbowlofbis/

Leadership - Character and Traits
http://www.nwlink.com/~donclark/leader/leadchr.html

Case Study - The Space Shuttle Challenger Disaster
http://lowery.tamu.edu/ethics/ethics/shuttle/shuttle1.htm

Ethical Worksheet
http://jcomm.uoregon.edu/~tbivins/J397/Links/Worksheet.html

Training Diversity
http://www.nwlink.com/~donclark/leader/diverse.html

Diversity
http://www.dla.mil/dimensions/Septoct99/Sep98/Div_Insert/diversity_page_1.htm

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DIVERSITY QUOTES

We are for difference: for respecting difference, for allowing difference, for
encouraging difference, until difference no longer makes a difference. -
Johnetta B. Cole

In cooperative classrooms heterogeneity and diversity are not simply tolerated,
they are nourished and valued. - Mara Sapon-Shevin and Nancy Schniedewind

If any man claims the Negro should be content ... let him say he would
willingly change the color of his skin and go to live in the Negro section of a
large city. Then and only then has he a right to such a claim. - Robert Francis
Kennedy

If you ask me what's wrong with me I can tell you in a second. But if you ask
me what's right with me, we can talk all day. - Christopher Reeves

I want to be the white man's brother, not his brother-in-law. - Martin Luther
King, Jr.

If a man does not keep pace with his companions, perhaps it is because he hears
a different drummer. Let him step to the music he hears, however measured or
far away. - Henry David Thoreau

We are all so different largely because we all have different combinations of
intelligence. If we recognize this, I think we will have at least a better
chance of dealing appropriately with the many problems that we face in the
world. - Howard Gardner

We must combine the toughness of the serpent and the softness of the dove, a
tough mind and a tender heart. - Martin Luther King, Jr., Strength to Love,
1963.

Diversity is nothing new. We were taught it by our mothers and in kindergarten.
We ought to be doing it without encouragement. We seem to have forgotten about
the basic things and how we treat each other." - Walter Thomas counsel, Defense
Automated Printing and Support Center

Why is it that then I get on an elevator every woman grabs her purse tighter?
Why when I'm crossing the street do I hear this click-click-click--all the car
doors locking around me? Why when I go into a department store am I followed by
security? - Dennis Schatzman, black reporter for the Los Angeles Sentinel,
quoted in "The Annals of Law--Putting It In Black And White," The New Yorker,
July 17, 1995

I have a dream, that my four little children will one day live in a nation
where they will not be judged by the color of their skin but by the content of
their character. I have a dream today!" - Martin Luther King, Jr.

If we cannot end now our differences, at least we can help make the world safe
for diversity. - John F. Kennedy (1917-63), U.S. Democratic politician,
president. Speech, 10 June 1963, American University, Washington, D.C., on
Russo-American relations.

To be successful, a woman has to be much better at her job than a man. - Golda
Meir

If you want to make beautiful music, you must play the black and the white
notes together. - Richard Milhouse Nixon

Choose your friends by their character and your socks by their color. Choosing
your socks by their character makes no sense, and choosing your friends by
their color is unthinkable. - Anon.

It is a curious fact that the more ignorant and degraded a man is, the more
contemptuously he holds those whom he deems inferior. - Joseph Conrad

No culture can live, if it attempts to be exclusive. - Mohandas Karamchand
(Mahatma) GANDHI
Indian political and spiritual leader (1869-1948)

All racists who are prepared to die for their country, please do that now. -
Graffiti

There's no such thing as a race and barely such a thing as an ethnic group. If
we were dogs, we'd be the same breed. . . . Trouble doesn't come from Slopes,
Kikes, Niggers, Spics or White Capitalist Pigs; it comes from the heart. - P.
J. O'Rourke (b. 1947), U.S. journalist. Holidays in Hell, Introduction (1988).

Our flag is red, white and blue, but our nation is a rainbow-red, yellow,
brown, black and white-and we're all precious in God's sight. - Jesse Jackson
(b. 1941), U.S. clergyman, civil rights leader. Speech, 16 July 1984.

Freedom rings where opinions clash. - Adlai Ewing STEVENSON - Vice President of
the United States (1835-1914)

In Germany they came first for the Communists,
and I didn't speak up because I wasn't a Communist.
Then they came for the Jews,
and I didn't speak up because I wasn't a Jew.
Then they came for the trade unionists,
and I didn't speak up because I wasn't a trade unionist.
Then they came for the Catholics,
and I didn't speak up because I was a Protestant.
Then they came for me,
and by that time no one was left to speak up."
- Martin NIEMOLLER - German Protestant churchman (1892-1984)

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LAST ISSUE - Thinking Out of the Box

Two more quotes to add to the collection of how to stop a good ideal:
"An amazing invention-but who would want to use one?" -President Rutherford B.
Hayes, after making a telephone call from Washington, D.C., to Philadelphia in
1876.

"Nothing has come along that can beat the horse and buggy," said businessman
Chauncey Depew, advising his nephew in 1903 not to invest $5,000 in Ford Motor
Co.

Jerry Linnins recommended "Mind Manager," a piece of software (about $100) and
employs the
mindmapping techniques of Tony Buzan:
http://www.mindman.com

Also, I received a couple of other suggestions from readers. But due to a
system crash, I lost them. Please send them in again and I will post them in
the next issue.

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CLOSING

I hope you enjoy this issue and please send all comments to donclark@...

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