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had worked with me for a year before I went to Dhahran. The oil opera-
            tions department needed a good supervisor over the marine terminal. Al
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            let Al go to oil operations. Orville Nixon was his Senior Assistant. Or-
            ville seemed to lack leadership ability for his group and he had a prob-
            lem with the bottle. I talked to Larry Crampton, the Assistant District
            Manager. Nixon was a devout Catholic, as was Crampton. I told Cramp-
            ton that Nixon was not a successful leader and I thought Rowland Corry,
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            leader. I told Crampton that I recognized people in our small town might
            well say that I was promoting Corry because he was a fellow Mormon.
            I suggested that we give Rowland a six-month trial as Superintendent
            of Wages and Salaries. Crampton agreed to the proposal. Within a few
            months, no one questioned that Rowland was a success.

                   The supervisor of our Arab personnel section had no empathy or
            particular interest in Arabs. His wife was the daughter of an old friend
            of the Rushmers and was a frequent guest at their parties. This man
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            Pestoni from Bela Barnes group in Dhahran and Jack did a good job.

                   Jim Mears, the personnel superintendent, seemed to think that
            his principal responsibility and activity should be to know all the latest
            gossip in the town. He had little interest in administration. He was inter-
            ested in Arabs and in negotiations. I found a spot for him in labor rela-
            tions in the company’s headquarters in Dhahran. To replace him, I was
            forced to accept Paul Whalley from the Dhahran headquarters personnel
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            food-packing industry in the States. Unfortunately, he was an arrogant
            guy who gave the operating foreman and superintendants the impres-
            sion that he was looking down upon them from Olympian heights. He
            was an albatross around my neck. Nothing I could do seemed to change
            him. Before I left Arabia, no other IR group would accept him by trans-
            fer, so my last administrative act before leaving was to terminate him.
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