Word: 1980s
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Dates: during 1990-1999
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...believe, in fact, that most women would prefer a man to be glumly uncommunicative than to spill his guts at the drop of a hat. That (one recalls with a shudder) was the goal of the so-called men's movement of Robert Bly et al. in the 1980s and early '90s, which exhorted men to express their feelings. If anyone doubts the perils of men expressing feelings, he should watch The McLaughlin Group or Cable Monica...
...course, the boom years of the 1980s--when music lovers were replacing their LPs with CDs--are over. Classical sales have declined from 10% of the record market to about 5% now. To turn a penny, most record companies have halved their output of new classical recordings; instead, the buzz word in the business these days is compilations...
...world's computers and so thoroughly dominated the industry that even rivals like Univac--which built the first large commercial computer--were dismissed as merely part of "the Bunch." And while newcomers such as Compaq and Microsoft brought the company to its knees in the 1980s, the colossus that Watson inherited and reinvented in the 1950s and '60s stands strong again today, the sixth largest U.S. company...
...wrong pond. Some people have the idea that Microsoft is fated to dominate technology forever. They had this same idea about IBM, once admired and feared nearly as much as Microsoft is today. They had essentially the same idea about Japan's technology sector back in the 1980s and early '90s. It isn't quite fair to compare Microsoft to a large country yet. But Japan was on a roll and looked invincible--once. (Or, if you go back to Pearl Harbor, twice...
...beginning of the 1980s, 45-year-old Jack Welch became CEO of another giant, General Electric. Farsighted, incisive--and controversial--he recognized the threat of competition from Japan and elsewhere and had the intellectual and emotional strength to deal with it. He set the tone for U.S. industry. GE became highly productive by undertaking a complex reorganization that simplified the company into one with dominant positions in its carefully chosen businesses. Welch then remade GE into a boundaryless organization that encouraged, and got, participation from employees at all levels. He extinguished turf wars and the not-invented-here syndrome that...