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Dates: during 1980-1989
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...proved less than visionary in other areas. Behaving like an ordinary bureaucrat, Rickover routinely demanded that a disproportionate share of Navy dollars go to his nuclear ship programs. Some naval analysts also say that Rickover's single- minded belief in large pressurized-water reactors drove the Navy to build bigger, if not necessarily better, submarines while overlooking possible alternatives in propulsion design. Soviet submarines can now dive deeper and go faster, and are narrowing U.S. advantages like quietness. Notes Norman Polmar, a Rickover biographer: "In the '50s, Rickover was a technical visionary. By the '60s, he was reactionary...

Author: /time Magazine | Title: Hyman George Rickover: 1900-1986: They Broke the Mold | 7/21/1986 | See Source »

...than traditional World Bank project lending; it will often seem that the bank has less to show for its new activities. Policy funds are also disbursed more rapidly than project money, meaning that the bank's new aims will appear to eat up more resources more quickly. A much bigger worry, however, is that the institution will fail to come up with enough funds to encourage the kind of policy changes needed for long-term Third World growth. Warns Lawrence Brainard, a senior vice president of Manhattan's Bankers Trust: "Barber Conable will not be able to pull a rabbit...

Author: /time Magazine | Title: Easing into an Era | 7/14/1986 | See Source »

Burr saw rapid growth as a survival tactic in an air-transportation market dominated by bigger rivals. No other U.S. airline, though, has ever expanded as quickly as People. Burr was confident in the price advantage that People's low-wage, nonunionized employees produced over other carriers: 5.28 cents to fly a passenger one mile last year, vs. the industry average of 8.6 cents. He was overly blithe as he pushed his company into Atlanta and Dallas/Fort Worth, the territory of two major rivals, Delta and American. People gained size but it failed to gain strength...

Author: /time Magazine | Title: Air Pocket in the Revolution | 7/7/1986 | See Source »

Reagan's success results in part from his impressive basic consistency. He organized a clear set of goals. He kept his serious agenda relatively short and easy to understand: lower taxes, lower domestic spending, a bigger defense machine and a tougher foreign policy. "This is a man who is 75 years old," says White House Chief of Staff Donald Regan. "He has thought through most of his philosophy. He has tested it in three campaigns on a national scale now. The things he believes in, he believes in deeply, and he is not about to change...

Author: /time Magazine | Title: Ronald Reagan: Yankee Doodle Magic | 7/7/1986 | See Source »

...Saturday, and you'll see wedding parties of $15,000 to $40,000 all over the place." Philip Youtie, vice president of the Bridal Marketers Association of America and owner of a large bridal chain with headquarters in Fort Lauderdale, adds it up simply. "There are fewer brides but bigger weddings," he says. "People are bringing that money out of cubbyholes. A mother with holes in her sneakers will pull $1,000 out of her brassiere and say, 'Everything is the best for my daughter.' " Barbara Ferris, 30, whose May 24 Los Angeles wedding to Steven O'Neill was followed...

Author: /time Magazine | Title: Living: Scenes From a Marriage | 7/7/1986 | See Source »

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