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Chapter 5: Proceed to El Paso: The Rangers and Prizefighting

Harold J. Weiss Jr. University of North Texas Press PDF

Chapter 5



There was trouble in Dallas.

A prize fight had been scheduled, and since there was a state law making ring encounters illegal, the town was divided against itself over whether the affair should come off as planned. Fearing serious disturbances on fight night, some of those among the citizenry had asked the governor to send

Texas Rangers.

And so, on the day of the event Captain Bill McDonald, lanky, whitemustached state trooper, who spoke with a slow drawl in his voice, dropped off the train in Dallas. He was met by the mayor. His Honor was glad to see the

Captain, but he appeared worried as he looked up and down the platform.

“Where,” he asked, “are your Rangers?”

“Hell!” exclaimed Captain McDonald, “you’ve only got one prize

fight, haven’t you?”1

Unlike the legendary “one-Ranger-one-riot” story, Captain

McDonald did not come alone to El Paso to stop a prizefight in

February 1896. The Rangers came en masse. The chief executive of the state of Texas gave the order. In the midst of the dispute about holding the prizefight, Governor Culberson summed up his feelings of opposition to such an event in a succinct message to Adjutant General Mabry: “I will see it through.”2

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12. Alger-ian Advice, April 9, 2010

Bob Hammel Indiana University Press ePub


Previous page. Gayle, Bill, Marcy, and Carl Cook on the steps of the Supreme Court.

“What’s important about the tapestry of time that is history isn’t one event or a stream of events—no, what’s important is how events should guide us and shape our actions. Be healthy, encourage free thinking, take care of your community, and let history be your guide.”

—Bill Cook

Aline in Ready, Fire, Aim!, describing the Bloomington excitement when one of the city’s own suddenly popped up in Forbes Magazine’s annual listing of America’s 400 richest people, reads: “Bill Cook: Horatio Alger of the 1980s. From Nothing to the Forbes 400.”

That turned out to be more than a metaphor. In Washington, D.C., on April 9, 2010, 111 years after the death of nineteenth-century writer Horatio Alger Jr., the national Horatio Alger Association honored Bill and ten other great success stories at its annual awards program, a star-spangled black-tie event in Constitution Hall.

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Edited by Peter B. Lane and Ronald E. Marcello University of North Texas Press PDF


American Caesar, 133

American casualties, 263

American defense attaché, 212; responsibilities, 212–13, 218–

19; “Four Bs,” 215–18; Soviet aircraft, 218; assessment of

Red Army, 225–26

American productive capacity, 31

Amon Carter Foundation, vi

Anatahan Island, 72

Antonov AN-24, 218

Appleton, Roy, 47-50

Arab-Israeli conflict, 243

Arafat, Yasir, 235

Area Studies Program (U.S.

Army), 221

Army Group Don (German), 1920

Army Group North Ukraine

(German), 23

Army Group South (German), 10,

17, 19

Army Group South Ukraine and

Romania (German), 23

Aspin, Les, 123n15

Assassins, 232–34 assessment of LBJ’s leadership as war president, 187–89

Atom bomb, use of, 79; revisionist historians, 99

Atomic bomb, top-secret development. 96

Atta, Muhammad, 239–40

Ataturk, Mustafa Kemel, 234, 241

Atterbury, Edwin, 200n18,

204n21 attitudes toward military, 180–81

Aviation Cadet Program, 31

Axis Sally, 37


B-17, 33; losses, 38

B-29s, 62; (Super Fortress) specifications, characteristics,

66; North Korean operations,


B-47, 113

B-52, 113

Bader-Meinhoff Gang, 230

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1. Genesis

Stanley Marcus University of North Texas Press PDF


a good sale for Neiman-Marcus unless it's a good buy for the customer_"

That was one of the first declarations of business philosophy

I heard my father, Herbert Marcus, make soon after I came to work at Neiman-Marcus in 1926. It was reiterated so many times that it became established as an article of faith in my mind, and on numerous occasions he demonstrated his enforcement of this principle even when it meant lost sales and profits. He explained that there was a right customer for every piece of merchandise, and that part of a merchant's job was not only to bring the two together, but also to prevent the customer from making the wrong choice.

Some may regard this as sheer idealism, but having worked with my father for twenty-four years, I consider it a doctrine of idealistic pragmatism. First of all, he enjoyed doing business that way, and second, he recognized that there was no advertisement as potent as a satisfied customer. This was his way of practicing the Golden Rule, and now, almost seventy years since the founding of Neiman-Marcus, the same policy prevails.

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5. These Vagabond Shoes

Susan Spano Roaring Forties Press ePub



Somewhere around the 22,834-foot Aconcagua Peak, I decided that my highway map of Argentina hadn’t been a good buy; it was huge and unwieldy, with a tendency to antagonize bystanders when I unfolded it. Also, it showed the whole country—2,300 miles long from the Paraguayan border to Tierra del Fuego in the south—when I needed only a three-inch strip in the middle.

My 1,000-mile route began in Santiago, Chile, and took me over the Andes and across Argentina to Buenos Aires. I left Santiago on a Saturday morning in late February, with little more than a backpack and a bag, that map, and the certainty, gleaned from guidebooks, that it’s possible to go almost anywhere in Argentina by bus. Driving the whole way didn’t appeal to me. I could have flown, but I wanted to spot a gaucho on the pampas. And although a train does cross from Buenos Aires to Mendoza on the eastern flank of the Andes, there you’re stuck (though the disused tracks wind up the wild, lonely canyon of the Mendoza River and over the mountains at the 12,6000-foot Uspallata Pass).

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