Carroll H. Dunn
at ease in such circumstances. And yet, I find some of these people in pretty high
positions.
The other thing that I have found in
and it has been somewhat of a
surprise-- is how much the business community could learn from the services about
how to do proper staff work. I've found it very difficult to get someone not trained in
staffwork to know how to assess a situation and how to put it down on paper to reach
a logical conclusion as to a final decision. [People who lack a background in the staff
work] just do not seem to have the training to complete the process. As a result, they
are much more concerned with trying to figure out ahead of time what answer you
want. Then they try to write something that justifies that answer rather than seeing the
need to assess the situation-its various components and the alternatives-and then
coming to a logical, well-supported solution.
In response to the question of differences between military service and civilian life, the
thing I've noticed most is the lack of well-qualified people to do what I would call
quality staff work to help arrive at logical decisions. I've heard other people say the
same thing, but this I have noticed particularly.
19734980
Consolidated Edison Company,
Q ..
Your first post-Army position was with Consolidated Edison Power Company?
A ..
Yes, I became vice president of construction, primarily to start the pumped storage
power plant at Cornwall [New York]. There was also other construction-a
million-a-year construction program; certainly a major program for a private company.
We started Cornwall construction but were stopped by court order based on a suit by
environmentalists. It is still in court, although the project has been abandoned. I think
it was a very poor court decision, and New York is worse off as a result. They are
going to pay more for their power needs without it. It would not have been
environmentally damaging. Nevertheless, one cannot undo what has happened.
I had been with Con Ed about ten months, I became senior vice president with
responsibilities for environmental affairs, engineering, and construction. You can see
that this was a very close parallel to the Corps of Engineers' responsibilities of a
division engineer or deputy Chief of Engineers. This assignment was in line with plans
laid out when I first talked to
and Lapsley. They wanted to make this combination
assignment when it became appropriate.
Before I joined Con Edison, while being interviewed, I specifically asked the chairman
why he was interested in a
man in this field. His quick answer was, "For
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