Word: problems
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Dates: during 1950-1959
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BEFORE the U.S. can get going at top speed on a full-scale space program, it must cope with two big problems. It must clear the lines of bureaucratic responsibility and see that the space program is directed with determined authority; last month the President made a start on this problem, but only a start, when he transferred the Army's space team to the National Aeronautics and Space Administration (TIME, Nov. 2). The second and overriding problem: the U.S. must develop an official understanding of the need for urgency in getting into space-or what Washington might call...
...aware of the trend when he took office in 1957. In characteristic fashion he quietly set about shifting foreign-aid policies that had been backed by the full prestige of the Truman and Eisenhower Administrations. There were no dramatic sessions; at every opportunity he simply called attention to the problem. Last spring he began inviting Administration leaders to conferences and lectures. At first the State Department was horrified at the prospect of revising foreign-aid policy (and some of its staffers still are), but Anderson found a sympathetic listener in Under Secretary (for Economic Affairs) C. Douglas Dillon, longtime international...
Spreading Fever. A secondary imminent problem for the Eisenhower committee to consider is Panama. There last week the government went gunning for Canal Zone Governor William E. Potter, U.S. Army Major General on active service, who a fortnight ago firmly put down riots aimed at raising the Panamanian flag over the 10-by 50-mile zone. The U.S. reply to a demand for Potter's removal: a flat...
Many a U.S. railroadman believes that the answer to the problem lies not in charges or recriminations, but in a joint effort on both sides to discover how featherbedding practices can be eliminated without undue hardship. The industry favors a plan adopted by Canadian railroads, which has helped cut down featherbedding by not replacing firemen working on freights or in the yards who have died or retired. Privately, many railroadmen concede that the U.S. situation is not entirely the unions' fault; U.S. railroads are often run inefficiently, with management clinging to ancient practices as fervently as do the unions...
...problem cannot be solved overnight by any catchall solution. But the first step must be made soon if the U.S. railroads do not want to continue to lose business to their competitors. The four idle men in the shack at Antigo make a shocking example of what can happen when an industry loses its ability to change with the times...