Word: dyers
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Stockwell says that part of the problem with coordination between business and government is that the council doesn't give what he calls "too many pounds of respect for those who shape the town's economy and commerce," a point to which insurance executive Jack Dyer readily agrees. "Politicians here tell you that you ought to be more involved," says Dyer, "and then when you get more involved they tell you not to interfere--I'm not convinced what goes on [in City Council] Monday night is the answer...
What do most leaders in Cambridge today think is the answer? Many businessmen are quick to place their hopes with Chamber of Commerce President Jones, whom Dyer calls "a man of missionary zeal." While other community leaders look towards city manager Jim Sullivan. "I think we have a strong and vital leadership in Robert Jones," Howard W. Davis, general manager of the Coop, says. "I support him in trying to get things done. He represents the business community and recognizes the need of collaboration with neighborhood groups and other groups...
Edward A. Crane '35, poor son of a Cambridge cop, Harvard magna cum laude, successful Boston lawyer, director of Harvard Trust, Cambridge City Councilor for almost 30 years, was a power broker for as long as most Cantabrigians can recall. "He touched all the bases," says insurance man Jack Dyer, an inveterate political observer of Harvard Square...
...same time Crane began to call the key business friendships needed to exercise the necessary influence that his title of mayor could not provide. Frank Townsend, Chamber of Commerce president in the fifties--a man about whom Dyer says, "When I was selling Chamber of Commerce memberships to the city I was really selling Townsend,"--full into the Crane fold. He and the rest of the Harvard Square businessmen--at that time native Cambrigians, residences in Cambridge being perhaps the most important prerequisite to community power--played ball with Crane. And through Atkinson, Crane reciprocated, cutting taxes when every other...
...Crane and all other entrepreneurs looked across the street to Harvard Trust for fiscal leadership. Robert R. Duncan, president of the bank during the fifties, a man whom business people in the Square still remember as a "mover and a shaker," proved to be the perfect spearhead. Insurance man Dyer grumbles about the current leadership scene saying that if you asked him who could move things in Harvard Square today, ten minutes later he still wouldn't be able to come up with a name. But, Dyer points out quickly, "If you had a problem in those days--then...