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Simon's influence was obvious in Ford's October WIN program, which called for more than $5 billion in spending cuts and a 5% tax increase for middle-and upper-income individuals. Even then the economy was sliding into deep recession, but Simon clung to the program. Shortly before the November elections he vowed that "we've just begun to fight" for the tax boost...

Author: /time Magazine | Title: POLICYMAKERS: Simon: Lonely Voice, Less Influence | 3/31/1975 | See Source »

...roofs, iron and timber. Darwin is gone. There's nothing left but rubble." Among the survivors were Steve Albanis, his wife Carol and their son, Damien, 2½, who outlasted the storm by huddling inside a deep freezer with 18-in. walls. Geoff James and his wife Barbara clung to their front fence for four hours; when the wind changed, they climbed over and clung to the other side. Mrs. Maureen Hutchinson, 27, recalled how her family "ran from room to room as the house folded up around...

Author: /time Magazine | Title: AUSTRALIA: Darwin Is Gone | 1/6/1975 | See Source »

Listless and looking aggrieved, Mitchell repeatedly proclaimed his inability to recall events or clung to improbable semantic distinctions...

Author: /time Magazine | Title: WATERGATE: The Nixon Dilemma | 12/9/1974 | See Source »

...PRESS). Documenting various ru mors and allegations, the periodical ran a devastating chronicle of Tanaka's financial dealings through dummy cor porations, secret bank accounts, incomplete tax statements and the use of vast amounts of money to buy support within the ruling Liberal Democratic Party (L.D.P.). Tanaka clung to office just long enough to welcome President Ford to Tokyo. Five days after Ford's departure, Tanaka did what most Japanese expected of him. He said he was "solely to blame" for the political crisis engulfing Japan. "I feel pain that I cannot bear. That is why I have...

Author: /time Magazine | Title: JAPAN: Pain I Cannot Bear | 12/9/1974 | See Source »

...cases modern and productive equipment actually made the difference.) As the British rail and textile industries matured, they searched into the past for the reasons for their success. Instead of recognizing their former readiness to innovate and courage to take risks, they picked up on antiquated management policies and clung to them desperately. The result, of course, was to hasten collapse. The same thing is happening in the auto industry today...

Author: By Nick Eberstadt, | Title: The Decline and Fall | 11/25/1974 | See Source »

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