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Fear

Richard Rovere:

In 1953, the very thought of Joe McCarthy could shiver the White House timbers and send panic through the whole executive branch. I remember once, in about the middle of that year, calling upon one of the President's assistants, a man who seemed to me then, as he does today, to be well above the average in courage and candor. I had gone in search of enlightenment on a number of things, most of them as unrelated to McCarthy as it was possible for anything to be in those days. We had a friendly enough talk and toward the end of it I brought up Topic A—and of course offered the customary assurances that I would not make use of anything he said in such a way as to embarrass him or make his life more difficult than it already was.

At the mention of McCarthy, his whole manner and expression changed; though he did not move from his chair or put his palms together, he assumed, figuratively, and on his face quite literally, a supplicating mien. I have no record of the exact words he used, but I have a painfully vivid memory of them. “Don't ask me,” he said. “For God's sake, please don't ask me to discuss this. Not now. I'll help you as much as I possibly can, I'll talk about anything else you want. Anything. Just don't press me on this. Don't even ask me why I don't want to talk about it. Maybe someday we can talk it over, but not now. Accept my word that my reasons are good.” I have not before or since seen a grown man in a responsible position behave in such a fashion. ... The mere mention of the Senator from Wisconsin, the mere possibility of being compelled to discuss him, had reduced this sturdy man to jelly.

Charles Fishman for Fast Company:

But you won't hear evenhanded stories like that from Wal-Mart, or from its current suppliers. Despite being a publicly traded company, Wal-Mart is intensely private. It declined to talk in detail about its relationships with its suppliers for this story. More strikingly, dozens of companies contacted declined to talk about even the basics of their business with Wal-Mart.

Here, for example, is an executive at Dial: “We are one of Wal-Mart's biggest suppliers, and they are our biggest customer by far. We have a great relationship. That's all I can say. Are we done now?” Goaded a bit, the executive responds with an almost hysterical edge: “Are you meshuga? Why in the world would we talk about Wal-Mart? Ask me about anything else, we'll talk. But not Wal-Mart.”

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