Sublime

During his second year in the House, he wrote—himself, with no staff assistance—a bill embodying the old People’s Party dream of intensified government regulation of railroads, by giving the government authority over the issuance of new securities by the railroads. Happening, by chance, to see the bill, Louis D. Brandeis, then one of President Wils

His aggressiveness had, after all, turned out to be not the hostility of the radical, idealistic reformer to property and power but something quite the opposite, an expression of his regard for power, an acknowledgment of the fact that he had on his side, in the person of that uneducated, practically illiterate demagogue from the Fulton Fish Market

our best defense in chaos is a good offense:

Lodge believed that Wilson was planning to run for a third term, in 1920, and, that the President, anxious to be acclaimed as the peacemaker to boost his re-election prospects, was sacrificing the independence of the United States to the League. And when Wilson’s appeal backfired—the Republicans took control of both houses, although by a mere two-v

Bill Moyers recalled Johnson saying that he had delivered the South to Republicans “for your lifetime and mine,” which would turn the whole structure of politics on a fulcrum of color. In their direst visions, after the Goldwater convention followed hard upon the civil rights bill, neither established experts nor shell-shocked Negro Republicans ant

about an overpowered victory strategy players are calling Enlightenment.

Until 1957, in the Senate, as in the House, his record —by that time a twenty-year record—against civil rights had been consistent. And although in that year he oversaw the passage of a civil rights bill, many liberals had felt the compromises Johnson had engineered to get the bill through had gutted it of its effectiveness—a feeling that proved co

most significant management variable to be disclosed by the previous analysis is the choice of the mix of projects undertaken, and the implications this has for the (average) project team (i.e., leverage) structure.