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the figures supported what he wanted to say or not. And this was one of the basic faults I had with him because some of the statistics -- although he later went into statistics with a vengeance -- again, it was much more in conceptual terms than it was in application. And I know that I found mistakes in Paul's statistics that I would point out to him in a perfectly friendly fashion. All Paul would say, you know, that doesn't make any difference, still the right direction, and so forth.

Now, these things gave me trouble. Paul would never keep an appointment. We'd have a luncheon engagement, he'd show up an hour-and-a-half late, for example. Exasperating. He'd do it to everybody. He forgot when he was supposed to be someplace and -- he never had money with him. He wasn't a very orderly person in his personal affairs. I think, I'm much more tolerant of that today than I was then. I was still Ohio and a buckeye and so forth. But at this point Lyman Bryson who was the -- I'm not sure what his full title was at Columbia, but he was probably at Teacher's College, in adult education, if I'm not mistaken -- But Bryson was also the host of a program on CBS radio called “People's Platform.” And he would lead a discussion group once a week, usually on Sunday as I recall. So that I did know Bryson a little bit and Paul got to know him at Columbia. And somehow -- and I'm sure there are records on this -- but somehow Paul got into that orbit and -- And Paul was a promoter -- if Paul wanted to work at Columbia, there was hardly any way you could keep him from getting there. He would scheme, in the best sense of the word, to find the people who could make it happen. And we moved the Center, changed the name of it I think. The period that I'm talking about, we called it the Princeton Radio Research Project. Obviously when it was no longer at Princeton, we --

-- needed to change the name.