Word: startingly
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Dates: during 1980-1989
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...clear that the Soviets would sign a START agreement without a deal on submarine-launched cruise missiles, whether achieved separately or not. Even if they do treat SLCMs as a separate issue, the Soviets are certain to use the negotiations to propose reductions in naval forces, an issue the U.S. is reluctant to confront. Discussions about cruise missiles with nuclear warheads might quickly lead to discussions about SLCMs with conventional warheads, a weapon for which the Navy has big future plans...
...disarmament. Defense Secretary Dick Cheney, for one, is determined to stonewall arms treaties until congressional funding of his defense budget is ensured. And although Bush allowed last week that a strategic-arms treaty could be achieved by next year's summit, key White House aides seem inclined to dismiss START as a bothersome holdover from the Reagan Administration...
...uncertainties, progress to date is largely due to an almost heedless Soviet willingness to say da. "This is an entirely different Soviet attitude than we have ever seen before," says a senior aide to Baker. But until the Administration decides what to make of that attitude, START -- and other issues -- could stay stalled...
...quite know their values, where they're coming from or what they really have in mind for you," says Walter Scott, who served as a director of Pillsbury and later ^ as U.S. managing director of its acquirer, Britain's Grand Metropolitan. "There are lots of inducements to start working on your resume." Scott is now a professor at Northwestern University's Kellogg Graduate School of Management...
...SUPERIORITY COMPLEX. Many new acquirers start lecturing too soon. "You think because you have been successful in your own company abroad, you can run a U.S. firm the same way just because you have acquired the company," says Michel Besson, the French chief executive of CertainTeed, a maker of building materials based in Valley Forge, Pa. "You tend to underestimate their strengths and overlook your own weaknesses." An executive of a West German- owned U.S. subsidiary recalls a dramatic showdown: "Their people would come here and put down our people, our work ethics. I had a little problem with that...