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Don Carlos Buell

Don Carlos Buell was a United States Army officer who fought in the Seminole War, the Mexican–American War, the American Civil War. Buell led Union armies in two great Civil War battles -- Perryville; the nation was angry at his failure to defeat the outnumbered Confederates after Perryville, or to secure East Tennessee. Historians concur that he was a brave and industrious master of logistics, but was too cautious and too rigid to meet the great challenges he faced in 1862. Buell was relieved of field command in late 1862 and made no more significant military contributions. Don Carlos Buell was born in Lowell, the eldest of nine children born to Salmon and Elizabeth Buell, he was a first cousin of George P. Buell a Union general. Buell's father died when he was 8 years old, his uncle took him in and raised him; as a child, Buell had a difficult time making friends due to his distant, introverted personality and was made fun of by other children. After winning a fight with a neighborhood bully, he became awakened to the idea that discipline and determination could overcome any obstacle.

Buell's uncle sent him to a Presbyterian school which stressed duty, self-discipline and belief in a Supreme Being. George Buell obtained for his nephew an appointment to West Point, but despite his high intelligence and good math skills, he accumulated numerous demerits and disciplinary problems and graduated in 1841 32nd in his class of 52. After graduation, Buell was commissioned a second lieutenant in the 3rd U. S. Infantry sent to fight in the Seminole Wars in Florida, but did not see any combat. After the 3rd Infantry was transferred to Illinois, Buell found himself court-martialed for getting into an argument with an enlisted man and beating him over the head with the blunt end of his sword. However, an Army tribunal cleared him of any wrongdoing. There was considerable opposition to the verdict, General Winfield Scott felt that Buell needed to be punished for his actions, but the court would not retry the case. In the Mexican -- American War, he served under both Zachary Winfield Scott.

He was wounded at Churubusco. Between the wars he served in the U. S. Army Adjutant General's office and as an adjutant in California, reaching the rank of captain in 1851 and lieutenant colonel by the time the Civil War began. At the start of the Civil War, Buell sought an important command, but instead his friend George McClellan emerged as the champion of the Union war effort. Buell himself was sent all the way out to California. After the Union defeat at Bull Run, McClellan summoned him back east where he was promoted to brigadier general of volunteers, to rank from May 17, 1861. Buell received offers to take a command in Kentucky, but instead he stayed in Washington helping organize the nascent Army of the Potomac and being appointed as a division commander. In November, McClellan succeeded Winfield Scott as general-in-chief of the Army, decided to post Buell out west, dividing the trans-Appalachia theater between him and Maj. Gen Henry Halleck. In November 1861, he succeeded Brig. Gen. William T. Sherman in command at Louisville, Kentucky, as commander of the newly-formed Army of the Ohio, which at this time was a barely-disciplined rabble.

Buell set himself to work shaping the raw recruits into a fighting force. Although the Lincoln administration pressured Buell to occupy Eastern Tennessee, an area of strong Unionist sentiment, Buell was in no hurry and McClellan became impatient with his slow progress. Buell's excuse was that the railroad network in this area was poor, he would have to rely on wagons for army supply that could be vulnerable to Confederate cavalry. Instead, he Halleck to cut off Nashville. Halleck reluctantly agreed to the plan, helped along by Grant's capture of Ft. Henry and Ft. Donelson. Although the city fell to the Army of the Ohio on February 25, 1862, Halleck's relationship with Buell was strained; the same month, Andrew Johnson was made military governor of Tennessee and developed a lasting grudge against Buell for failing to liberate Eastern Tennessee. On March 21, Buell was promoted to major general of volunteers, but at the same time, Halleck rose to department commander which made Buell subordinate to him.

At the start of April, Buell was ordered to reinforce Grant's Army of the Tennessee encamped at Pittsburgh Landing next to the Tennessee River. On the morning of April 6, the Confederates launched a surprise attack on Grant's army, beginning one of the largest and bloodiest battles of the war. After the Army of the Ohio arrived the next day, the combined Union forces repulsed the Confederates. Although Buell was the junior of the two generals in rank, he insisted that he was acting independently and would not accept orders from Grant. Buell considered himself the victor of Shiloh and denigrated Grant's contribution, writing after the war that he had no "marked influence that he exerted upon the fortune of the day." Contemporary historians, such as Larry Daniels and Kenneth W. Noe, consider that Grant saved himself by the conclusion of the first day of battle and that the rivalry between Grant and Buell hampered the conduct of battle on the second day; the commanders operated completely independently of each other and Buell "proved slow and hesitant to commit himself."Following Shiloh, Governor Johnson objected to Buell's plans to withdraw the Nashville garrison on the grounds that Confederate sympathy in the city was still strong.

However, Halleck sided with Buell and insisted that all available troops in the department were needed for the assault on Corinth. Henry Halleck arrived in person to take command

USS Ortolan (ASR-22)

USS Ortolan, a twin-hulled submarine rescue ship, was laid down 28 August 1968 by the Alabama Drydock and Shipbuilding Company, Alabama. Ortolan was designed to operate Mystic-class deep submergence rescue vehicles, was the second and final vessel of the Pigeon class built by the U. S. Navy, she was decommissioned on 30 March 1995 and was berthed at the James River Reserve Fleet at Fort Eustis, awaiting final determination for method of disposal. On 3 July 2009, the Ortolan was awarded as part of a recycling contract to Esco Marine of Brownsville, Texas; the Ortolan departed the James River Reserve Fleet at 9:50 am on 20 July for recycling. List of United States Navy ships Deep Submergence Rescue Vehicle USS Ortolan This article incorporates text from the public domain Dictionary of American Naval Fighting Ships; the entry can be found here. USS Ortolan leaves Ghost Fleet NavSource Online: Service Ship Photo Archive ASR-22 Ortolan Ortolan Trials Report on the USS Ortolan Forward Foil Seakeeping Trials USS Ortolan Standardization Trial Results Operation Enduring Service Photo Album:: USS Ortolan Ortolan – RC Groups US Navy Surface Auxiliary, Service Ship Insignia Ships & Submarines

Michael Maccoby

Michael Maccoby is an American psychoanalyst and anthropologist globally recognized as an expert on leadership for his research and projects to improve organizations and work. He has authored or co-authored fourteen books and consulted to companies, the World Bank, unions and development centers and laboratories and orphanages or taught in 36 countries. Maccoby's article, Narcissistic Leaders: the Incredible Pros, the Inevitable Cons written in January 2000, was awarded a McKinsey Award from the Harvard Business Review, he was born in Mt. Vernon, New York on March 5, 1933 to his father, a reform rabbi, his mother, a teacher. Except for two years at the Brandes School in Tucson, Maccoby attended public school in Mt. Vernon, he graduated from A. B. Davis High School where he was awarded the General von Steuben Medal for Excellence in American History, he received a BA at Harvard University in 1954. He studied philosophy with Stuart Hampshire and Bernard Williams at New College, Oxford on a Woodrow Wilson Fellowship.

As a graduate student at Harvard he was a teaching fellow and secretary to the Committee on Educational Policy at the faculty of Arts and Sciences. He received a PhD from Harvard in Social Relations in June 1960. At Harvard, he worked with David Riesman, Jerome Bruner, B. F. Skinner, McGeorge Bundy, studied with the anthropologist Clyde Kluckhohn. At the University of Chicago he studied with the anthropologist Robert Redfield and the psychoanalyst Bruno Bettelheim. While there he studied Machiavelli with the political philosopher Leo Strauss, he married Sandylee Weille in 1959. Between 1960 and 1968 they lived in Mexico. Maccoby, Michael. Strategic Intelligence: Conceptual Tools for Leading Change. Oxford: Oxford University Press, 2015 Maccoby, Clifford L. Norman, C. Jane Norman and Richard Margolies. Transforming Health Care Leadership: A Systems Guide to Improve Patient Care, Decrease Costs, Improve Population Health. San Francisco: Jossey-Bass, 2013 Maccoby, Michael; the Leaders What Makes Us Follow.

Boston: Harvard Business School Press, 2007. This argues that with historic changes in work, family structure, society, conceptions of leadership need to be revised. Followers no longer respond positively to autocratic paternalistic figures. Discusses types of leaders needed in knowledge and service work, what these leaders can do so others want to follow. Maccoby, Michael. Narcissistic Leaders: Who Fails. Boston: Harvard Business School Press, 2007; this is "The Productive Narcissist" with a new introduction. Maccoby, Michael; the Productive Narcissist, the Promise and Peril of Visionary Leadership. New York: Broadway Books, 2003. Heckscher and Michael Maccoby, Rafael Ramirez, Pierre-Eric Tixier. Agents of Change Crossing the Post-Industrial Divide. Oxford: Oxford University Press, 2003; this describes Maccoby’s work with AT&T and the Communication Workers of America in designing Workplace of the Future. Fromm and Michael Maccoby. Social Character in a Mexican Village. Englewood Cliffs: Prentice-Hall, 1970.

New Brunswick, NJ: Transaction Publishers, 1996. This is the report of a study showing the relationship between psychological factors, productive work and social pathology. Cortina and Michael Maccoby, editors. A Prophetic Analyst: Erich Fromm's Contributions to Psychoanalysis. Northvale, NJ: Jason Aronson, 1996; this is a collection of essays on the influence of Erich Fromm. Maccoby, Michael. Why Work?: Motivating the New Workforce, Second edition of Why Work. Alexandria, VA: Miles River Press, 1995; this describes the different motivations. This book predicted the changing attitudes toward work in the technoservice economy. Maccoby, editor. Sweden At the Edge: Lessons For American and Swedish Managers. Philadelphia: University of Pennsylvania Press, 1991; this describes innovative Swedish management in the context of Swedish culture. Maccoby, Michael. Why Work: Leading the New Generation. New York: Simon and Schuster, 1988. Edstrom, Michael Maccoby, Lennart Stromberg, Jan Erik Rendahl. Leadership for Sweden.

Lund, Sweden: Liber, 1985. This reports interviews with Swedish Leaders in government, unions and public administration, it proposes the kind of leader needed in Sweden. Maccoby, Michael; the Leader: A New Face for American Management. New York: Simon and Schuster, 1981; this describes leaders in projects Maccoby was directing or participating in to improve productivity and the quality of working life in the US, UK, Sweden. Maccoby, Michael; the Gamesman: The New Corporate Leaders. New York: Simon and Schuster,1976; this is the best-selling study of the managers creating new technology. It was translated into ten languages. Maccoby, Michael. Social Character and Social Change in Mexico and the United States. Cuernavaca: CIDOC, 1970; this is a collection of published articles on social character, methods of teaching and religion. Narcissistic leadership Official website