Word: reactional
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Dates: during 1980-1980
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...subside a bit. But in the end of November, President Bok recommended the transfer of CRP to the Kennedy School of Government after consulting with Kain, McCue, and Graham T. Allison '62, dean of the K-School, Harry Lirtzman, a first-year student at the GSD, expressed a reaction shared by most, saying "With the appointment of McCue as the new dean, we thought there might be substantial changes in City and Regional Planning but we never thought it would have come to this...
...unnerving for the K-School masterminds, was President Bok's invitation to the CRP to move in with Allison and his extended family at the K-School. Admittedly flustered by the prospect of over 250 new boarders, the K-School dean conceded several months ago, "At first blush, our reaction was, 'Look, we're full up. We don't need this.'" However, between the time Bok suggested the transfer in November and his formal announcement in February, both Allison and his counterpart at the GSD, Gerald M. McCue, had come to accept enthusiastically the President's proposition. Philosophically, all participants...
...first clear reaction to the report came from the Associates of Harvard Business School, an alumni group made up largely of infuential corporate executives. They published a report in January entitled "The Success of a Strategy." The document, as the title suggests, lent sweeping support to the programs and methods of the B-School. While it was carefully phrased to avoid the appearance of direct conflict with Bok, the alumni report did disagree with his criticisms on several points. The most notable difference of opinion came over the school's use of the case method of teaching...
...West's value structure. The voice of the interpreter blended with the Nobel Prize winner's producing a grating effect and making listening difficult. But his words rang out far beyond the confines of the Tercentenary theater; a rebuttal from Rosalynn Carter and mixed public and press reaction were not long in coming...
...dwindling numbers following Harvard's South Africa investment policies, shock was the dominant reaction when the Corporation repeatedly rejected or abstained on the same resolutions...