Word: touche
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Dates: during 1950-1959
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...Pace that Outdates. A society, like an individual, can get out of touch with itself. It "makes sense" or not, depending on the relation between what it is and what it thinks it is and wants to be. In a generation of change so rapid that the pace cannot be appreciated, the American self-picture has gone out of focus. The intellectuals, to whom a society looks for its picture, understandably failed to keep up. In the 1930s they were looking backward at the ruin that war, depression and fascism had made of the 19th century's high confidence...
When the carpenters and joiners of Waltham, Mass, whittled out wooden models for L. W. Gushing & Sons' custom-made weather vanes, they had no pretensions of being artists. If they added an occasional creative or imaginative touch to these practical instruments, they were merely trying, as one craftsman put it, to "blend the useful and the agreeable...
However, it must be admitted that Molesworth has some qualities potentially fatal to the revolutionary: a tendency to daydream (he sees himself as an armored knight refusing mercy to a kneeling headmaster) and a touch of defeatism. On the subject of how to get out of divinity instruction, for instance. Molesworth says: "You could try being let down into the class dressed as an angel. You then sa to the master Lo who are these cherubim and seraphim who are continually crying. He repli Form 3 B. You then sa Lo they are not angles but angels with the xception...
...practices the same brand of personal journalism that her irascible and admiring cousin Bert carries to an extreme, although she disagrees with him on almost every political issue. Most important of all, she has a touch of the journalistic genius of her late father, Captain Joseph Medill Patterson, the nonconformist millionaire, who founded the New York Daily News, made it the biggest and one of the best-edited papers in the U.S., and became the father of tabloid journalism in America...
...Force bomber crews, Fiedler found that an approachable, "outgoing" leader who gets too friendly with his subordinates may find himself no longer able to make clear-cut decisions. But an aloof leader may isolate himself too much from his key man (e.g., foreman, or top sergeant) and thus lose touch with his group. When this happens, the rank and file are apt to turn to someone else as an informal leader. Therefore, the most effective leaders according to Fiedler, are men who are properly matched to their subordinates. When possible, an overly friendly commander should be assigned to a taut...