Word: publication
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Dates: during 1960-1969
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...proposed that an officer be appointed "to supervise these sites and confirm continued compliance with this policy," but the role of this compliance officer has not been precisely defined, at least not in public. Such a compliance officer-a third party acceptable to both sides-should be appointed and he should judge whether a failure to reach the agreed upon goal is the fault of Harvard, or of someone else, such as a contractor or a union...
...TRUE that Harvard does not control the hiring of construction workers, but this problem alone does not justify the University's reservations about agreeing to the OBU demand. The Administration could agree in-principle to the Black students request, make a public statement of the problems the University faces in fulfilling it, and then appeal for OBU's help in finding strategies for achieving their joint purpose. This approach would go far toward eliminating the breach of trust which in large part explains the rapid breakdown of negotiations after last Friday's occupation...
...indictment of the auto industry, engineering groups, governmental agencies and traffic-safety organizations for failing to make automobiles more "crash-worthy." Written by an unknown 31-year-old, the book did not make much of an impression at first. But G.M.'s investigation into Nader's life?and the public apology to him by the president of the company?made Nader famous overnight...
...most resistant to political change at Harvard. The detailed series of questions which May put to the Houses-should action-oriented or vocationally-oriented programs be given credit, for example-aroused some opposition from Faculty members who mistook them for specific proposals by the Dean when they were made public. This initial flare-up-only a small one in numbers, it seems-has now mostly quieted: by and large, the Faculty has settled down, and is willing to discuss and ultimately to act upon curricular reforms...
...body whose expenditures currently run to nearly $70 million a year. Allocating these funds, charting the growth of the Faculty, raising funds to further that growth, recruiting able personnel, serving as a link between some 700 Faculty members and the Governing Boards: all these tasks and more, both public and private, fall to the Dean...