Previous | Next
138139140141142143144145146147148149150151152153154155156157158159160161162163164165166167168169170171172173174175176177178179180181182183184185186187188189190191192193194195196197198199200201202 of 824
knowledge is, of course, sheer pother[?].
The virtue of that was that the people who worked for the
editor-in-chief had the perception of independence, of not being
influenced by “business considerations.” However, if the
editor-in-chief had that illusion that he was not influenced by
business considerations, that would have been crazy as hell, because
obviously a magazine is a business in addition to being journalism.
And a magazine that does not survive is not a very interesting
And Donovan, in fact, did not have that illusion?
Donovan did not have that illusion, and, indeed, Donovan
and I, for--what?--seventeen years, or something like that, worked
very closely together. Our offices were all of twenty yards apart,
and there wouldn't be a day that I wouldn't be in his office or he
wouldn't be in my office. And when there were problems that involved
“church and state,” that's where they got ironed out. But there
weren't that many real problems of church and state. They would be
more in the realm of deciding whether the circulation of LIFE should
go up, whether the prices should go up, how much pressure that would
put on the editors, would it require a bigger editorial staff, would
it require bigger editorial expenditures, and how would that all
balance out? So the balancing act took place at that level, but it
also took place at the magazine level between the publisher and the
managing editor, because their relationship was somewhat the same as
the editor-in-Chief and myself.
© 2006 Columbia University
Libraries | Oral History
Research Office | Rights and
Permissions | Help