Word: six
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Dates: during 1970-1979
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...Corporal William Gallegos seemed fit and lucid. His remarks were excerpted on the evening news and aired in full during a half-hour special later that night. He said that, among other things, none of the 30 or so hostages he saw regularly had been mistreated or brainwashed. The six minutes of propaganda from "Mary," which would have cost a political candidate $32,000 at that hour, were rambling restatements of the students' positions. The broadcast produced front-page headlines across the country, but the substance of the interview was soon overtaken by controversy over whether...
...sense of abandonment. During the Hanafi incident, says Siegel, "some of us felt we had left our bodies and were watching the whole scene from up near the ceiling." That kind of report raises fears for the stability of the American hostages in Iran, who have been under pressure six weeks longer than Siegel's group of captives. One sign of stress is known as the "Stock-holm syndrome," and on the basis of public comments by Quarles and Corporal William Gallegos, psychologists believe it has taken hold among the hostages. The syndrome is a kind of bonding between...
...Americans in Tehran are rescued, says Dr. Hubbard, they will need a medical-psychiatric debriefing and months of care. "Six weeks after they're back in the country, nobody will remember who they are or give them the time of day. That's just about the time the psychological wound will show up, like an unrecognized broken bone...
...Mayor J. Phillip Richley, the three men managed to raise a bit more than $2.5 million. A bank arranged $1.85 million in loans guaranteed by the Small Business Administration and the Economic Development Administration, and the city contributed $750,000 (by buying 33 of the plant's acres). Six managers bought $100,000 worth of Republic stock, or 40% of the total. Later about 90 other employees invested $70,000 in the shares...
Aeroquip sold the plant because, of ficials said, it was too costly to run. By installing two new boilers, Broadwater trimmed utility bills 80%, to $200,000 annually. Other changes were more painful. The number of salaried employees was reduced to 16 from 50, and the top six managers took a combined pay cut of $71,000 a year. With union support, Broadwater dropped hourly wages to a flat $5, from as much as $6.50. Paid holidays fell to eight from twelve. Vacations, which had averaged five to six weeks annually, were reduced and dropped altogether for the first year...