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They were used to the academic life.

They were used to serving on faculty committees and being pulled from pillar to post by deans and provosts and so forth. And suddenly, you know, they exploded. They didn't have any pressure on them.

Did you do any demographic research about which of the three groups was most successful in handling lack of structure?

I didn't but I'm sure Tyler's got copious notes on that score. But what we did do was to ask each one at the end of the year to write an essay, if you will, of his experience. What was good, what was bad, what he would change. And those are all on file out at the Center. That tradition, I think, is still being observed.

At the end, I think, of five years, although it might have been later than that, I felt I owed the Ford Foundation some kind of a mission report. The Ford Foundation knew what we were doing because Berelson and others had come out to observe and visit and so forth. I think [H.] Rowan Gaither told me one time that it was the most successful venture that Ford had ever undertaken. There were bigger projects that Ford had undertaken, but this was one that had nothing but good will and positive results from.

But at the end of -- maybe it was five years, I've forgotten now when, I asked another friend of mine, Eric Hodgins, who had retired as the editor of Fortune, but had earlier been the assistant to the president of MIT -- one of three brothers and I can't remember the name of