Session: 1234567891011121314151617         Page 375376377378379380381382383384385386387388389390391392393394395396397398399400401402403404405406407408409410411412413414415416417418419420421422423424425426427428429430431 of 824

problem is to try to get itself into other fields that seem more promising. And I'm not sure that that wasn't what we may have been doing. One of the reasons later on for going deeper into forest products was that this seemed to have--this appeared to have a better future then the one that we were in, which had just collapsed--as it seemed that way with LIFE. So those kind of elements play, but they play in different directions in a discussion. I mean, on the one hand one Board member will say: “Well, given the fact that your projections are pretty gloomy, why are you going out and spending money on this other thing?” And the answer to that is: “Well, if we're that right about being that gloomy, maybe we should be going into other things.”

But--

That occurs all the time in business.

Okay. But do you recall that--again, just say no if it's wrong--do you recall that as a particularly skittish moment in time in terms of Board confidence--that late sixties--or not? It was just like any other time.

Well, no. There probably was a lack of confidence. It wasn't expressed; Board meetings are very gentlemanly. At least they are--they were--at Time Inc. No screaming or shouting. If somebody really has something to say, they'd take you aside, outside of the meeting, and say: “Now Andrew, don't you think that maybe you