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Managing Organizational Conflict
Managing Organizational Conflict
Sam Blank

McFarland & Company, Inc., Publishers

Jefferson, North Carolina
 This book has undergone peer review.

Library of Congress Cataloguing-in-Publication Data

Names: Blank, Sam, 1947– author.

Title: Managing organizational conflict / Sam Blank.
Description: Jefferson, North Carolina : McFarland & Company, Inc., Publishers, 2020. |
Includes bibliographical references and index.

Identifiers: LCCN 2019047015 | ISBN 9781476678924 (paperback) ♾

ISBN
9781476637907 (ebook)
Subjects: LCSH: Conflict management. | Communication in management. | Organizational
change.
Classification: LCC HD42 .B583 2020 | DDC 658.4/053—dc23
LC record available at https://lccn.loc.gov/2019047015
British Library cataloguing data are available
ISBN (print) 978-1-4766-7892-4
ISBN (ebook) 978-1-4766-3790-7
© 2020 Sam Blank. All rights reserved
No part of this book may be reproduced or transmitted in any form or by any means, electronic
or mechanical, including photocopying or recording, or by any information storage and
retrieval system, without permission in writing from the publisher.
Front cover illustration © 2020 Shutterstock
Printed in the United States of America
McFarland & Company, Inc., Publishers
Box 611, Jefferson, North Carolina 28640
www.mcfarlandpub.com
For tremendous love and support of all kinds, I thank my wife Ellen Afromsky, my brother
Ralph, and my children Leah and Matthew
 Acknowledgments
In writing this book, I have many people to thank. I would like to thank
my colleagues and good friends who encouraged me along the way and who
have shared with me their experiences and taught me meaningful lessons:
David Avdul, Alan Borer, Richard Bradley, Jennifer ­Brady-Cotter, ­Tzu-Wen
Cheng, David W. Fuchs, Eva ­Kolbusz-Kijne, Susana Powell, Ellen Raider,
Kerry Ruff, Maria Volpe, and Norman Wechsler.
I appreciate and am grateful to the mentors that have shaped me to be the
person I am today: Constance Bernardi, DeWitt Clinton High School;
Thomas Bloch, Stuttgart, Germany; Joseph A. DeVito, Hunter College;
William E. Hug, Teachers College, Columbia University; Michael Pritchard,
Heartland Media; and Sandra Sollod Poster, Borough of Manhattan
Community College.
Special acknowledgments must go to my students who over the past years
have provided the inspiration essential to this kind of task. I am indebted to
my cadre of stellar communication studies students at the Borough of
Manhattan Community College of the City University of New York: Ryan
Bias, Jennifer Cachola, Andrea Cano, Nechama Gluck, Anne Goren,
Margarita Khodzka, Maria Camila Martinez, Daniel Murphy, Juliette Perez,
Iva Porfirova, Elizabeth Shin, Anastasia Sidorenkova, and Natasha Sokorina.
Thanks are due as well to my colleagues at the American Management
Association whose valuable input was always welcomed and to my
colleagues at the New York City Department of Education, Office of the
Manhattan Superintendent who collaborated with me in the administration
of the District Conflict Resolution Centers initiative and the District School
Leadership Team.
 Table of Contents
Acknowledgments
Preface
Introduction

1. Aspects and Causes of Conflict in an Organization

Interests, Identities and Attitudes
Organizational Learning
Characteristics of a Learning Organization
Learning Ground Rules
­Problem-Based Learning
Team Learning
Organizational Conflict
Work Group Role Expectations
Organizational Personality Dimensions
Organizational Development
Organizational Behavior
Interpersonal and Intrapersonal Conflict
Aspects of Trust in Conflict
Cultural Differences and Conflict
Gender Influences
Ambient Cultural Disharmony
­Cross-Cultural Leadership

2. Conflict: Unavoidable Aspect of Organizational Life

Major Trends
Conflict Areas
Anticipating Conflict
People Issues
Employee Assessments and Social Exchange Theory
Sources of Conflict
Working Behaviors
Language and Styles of Conflict
The Cost of Organizational Conflict
 Hidden Costs
Gearing Up for Training and Development
Leading Change
Redefining Leadership
Resistance to Change
Employee Resistance Is Challenging

3. Transformational Organizations
Why Organizations Fail
Transformational Leadership and Organizations
Leadership and Manager Differences
Exemplary Leadership
Differences Among Workers, Managers and Leaders
Organizational Measurement
Workplace Communication
Workplace Channels and Networks
Power and Influence
Personal Attributes as Leverage
Types of Leverage
Sharing Power in Organizations
Power and Politics
Managing Change and Stress
Implementing Dynamic Change
Using the Johari Window at the Workplace

4. Ethical, Moral and Human Issues in Organizational Conflict

Guidelines, Principles, Codes
Ethical Leadership
Values Conflict
Intellectual Capital
Conflict Management Styles
Individual Profile Styles
Motivations
Managing Differences
Group Thinking
Generational Differences
A New Mindset
Reaction to Crises and Catastrophes
 Workplace Violence
Crisis Prevention and Management
Crisis Management Team
Organization’s Crisis Plan

5. Workplace Collaborations
Advantages of Collaboration
Group Purpose
Types of Collaborative Groups
Successful Groups
Collaborating and Not Competing
Functional and Dysfunctional Team Collaborations
Poor Collaboration
Positive Collaborative Efforts
Collaborating to Get More
Collaboration and Achievement
Virtual Teams
Six Thinking Hats

6. Conflict Resolution Approaches

Strategies, Purposes, Practices
The Flowchart of Conflict
Conflict Resolution Techniques
Negotiation
Receive and Then Deliver
Three Basic Negotiation Strategies
Competitive and Cooperative Negotiation
A True Negotiation Situation?
Team Negotiation
Framing in Negotiation
Questioning in Negotiation
Listening in Negotiation
Listening and Seeking to Understand Content and Feelings
­Nonverbal Listening
Negotiation and Ethics
Smart Negotiators
Negotiation Obstacles and Deal Killers
What About Mediation?
 ­ ird-Party Assistance/Arbitration
Th
Types of Arbitration Used by Organizations

7. Confrontational Innovation and Design

Common Design Thinking Tenets
Engagement and Confrontation
Types of Dissent
Difficult Conversations
Competencies to Handle Confrontation
Unmanageable Levels of Confrontation
Turbulent Times in a Company
Dismissal and Termination
Preparation for Taking Action
Management of Opportunities
Assertive Confrontation

8. Conflict Management
Approaching Employee Conflict
Openness of the Manager
Management Productivity
Conflict Manager Focus
Two Messages
Manager’s Toolbox
Playing Fair
Taking Charge
Managers and Critical Thinking
Managers as Change Agents
Influencing the Future
Dynamic Network Theory
Imperatives for Effective Managers

Case Studies
Case Study 1—Noisy Neighbors
Case Study 2—Apple Bashing
Case Study 3—We Deliver
Case Study 4—Working in HR
Case Study 5—The Team Project
Case Study 6—New Boss, New Rules
 Case Study 7—You’re Under Arrest
Case Study 8—The Melt—Hops and Wine Stop—­Taki-Slow
Case Study 9—Hawaii Beachwear Project
Case Study 10—Oh, What a Feeling
References
Index of Terms
 Preface
This is a book about positive conflict resolution strategies that stimulate
innovation and growth where companies can look to synergistic solutions to
common issues and needs. It examines the dysfunctional outcomes of
organizational conflicts that result in job stress, reduced communication
between individuals and groups, and the fostering of a climate of distrust,
where working relationships are damaged and job performance is reduced.
The current matrix structure that has been adopted by many companies
has resulted in increased competition for resources, unclear reporting lines,
and general confusion and varying management styles. A strong need exists
to examine the basic tenets of conflict, organizational behavior and conflict
management that are vital to the overall success of the organization.
The book is apportioned to address five objectives that are targeted to (1)
aid organizations and individuals to recognize and accept conflict, whether
internal or external; (2) examine and successfully manage the unavoidable
aspect of conflict in organizational life; (3) view the organizational process
within ethical, moral and human issues and act in a conflict prevention
mode, rather than an intervention mode; (4) foster a company culture that
uses conflict resolution approaches that incorporate proactive
confrontational innovation and design; and (5) reexamine and provide a
new model for the role of the company conflict management.
The concepts presented in this book were fashioned after spending more
than 25 years as a mediation and negotiation trainer and teaching at the
Graduate School of Educational Leadership of Pace University and the City
University of New York. In my professional career, I have found that it is not
only necessary to provide learners with concrete knowledge, but it is also
essential to challenge them to use and adapt the materials to fit into their
own lives and connections. I had a desire to author a book in organizational
conflict that would accompany and complement my consultative work with
business executives, administrators and management personnel. It is central
that readers view the contents of this book within the overall picture of the
many complexities of changing organizational structures and environments.
There are very few books on the market today that address the prevalent
occurrence of organizational conflict, and, in fact, this area only received
cursory mention in human relations textbooks and organizational behavior
and design texts. The field of conflict and crisis management is certainly
supported by a very long history of research, yet there are only three titles I
found available that address conflict in organizations.
They are Managing Conflicts in Organizations by M. Afzalur Rahim,
published by Routledge in 2010; Crisis in Organization by Laurence Barton,
published by ­South-Western in 2001; and Hostage at the Table: How Leaders
Can Overcome Conflict, Influence Others, and Raise Performance by George
Kohlrieser, published by ­Jossey-Bass, 2006.
This book is written in an informative and conversational style which
includes many opportunities to examine and practice conflict resolution in
ten case studies and engage in stimulating role plays. This book has added
sections on areas of leadership and organization development, active
listening and communication, managing generational differences, and
fostering collaborations. It offers insights for company professionals who are
tasked with managerial decisions and ­problem-solving. All the material was
created and designed to assist organizations to meet conflict ­head-on and
bring issues to resolution.
In the United States, over a decade ago, employees spent close to three
hours per week dealing with conflict and 25 percent of employees avoided
conflict by calling in sick or being absent from work. Most of the U.S.
workforce have never received conflict management training. There is a
special aptitude needed to successfully work disputes through to resolution,
and this book can help leaders improve their connection and interaction
skills by applying solid conflict management strategies and tactics.
The material is written for many different groups. The primary audiences
for this book are employees, executives, business owners, managers, team
leaders, and human resource personnel. Studying and pursuing a focus in
conflict resolution, organizational behavior, negotiation, crisis management,
and change management will improve communication and increase
productivity. A secondary market for this book is the undergraduate and
graduate college student studying business management, crisis intervention
and prevention, organizational and industrial psychology, and team and
leadership development.
Designing, implementing, communicating, using and modifying an
organizational conflict management system will require constant feedback
and reinvention. Organizational conflict management policies can be the
determining factor in the success or failure of the conflict management
system and the eventual success of a company. Businesses that see conflict
resolution as a vital program to managing organizational conflict
demonstrate that collaboration is the best approach to resolving disputes
and continuing to build trusting relationships.
Companies are driven to be profitable and employees engaged in arguing
and criticizing others do not help the company bottom line. Conflict
management goes a long way in strengthening the bond among the
employees where they can feel motivated at work. Conflict management and
conflict resolution also play an important role in our personal lives. At a
time when our world is undergoing changes and the economy is not stable,
organizations must embrace all the tools at their disposal to minimize and
resolve internal and external conflicts to remain vibrant and profitable.
While advancement in negotiating, mediating and resolving conflicts has
been considerable, there is still a compelling need to deal with disputes and
workforce differences in improved and healthier ways.
 Introduction
Conflict is omnipresent, and if one wanted to put money into a growth
industry, this would be an area to invest in! Organizations large and small
move forward and measure successes by examining the bottom line—profit.
Most businesses focus on daily operations and develop ­short-term and ­long-
term strategies and benchmarks. These objectives and missions and
contingency plans will take a back seat when conflict arises that impacts
workers, stakeholders, company morale and industry image.
In 1982, Johnson & Johnson’s Tylenol medication commanded 35 percent
of the U.S. ­over-the-counter analgesic market, representing something like
15 percent of the company’s profits. Unfortunately, at that point, one
individual succeeded in lacing the drug with cyanide. Seven people died as a
result, a widespread panic ensued about how widespread the contamination
might be, and by the end of the episode, everyone knew that Tylenol was
associated with the scare. The company’s market value fell dramatically.
While this problem was not a result of conflict within the organization,
Johnson & Johnson needed to bring resolution to the problem and ­re-bolster
its corporate image. They decided the product would not be ­re-established
on the shelves until something had been done to provide better product
protection. As a result, Johnson & Johnson developed the tamperproof
packaging that would make it much more difficult for a similar incident to
occur in the future.
Within five months of the disaster, the company had recovered 70 percent
of its market share for the drug, and the fact this went on to improve over
time showed that the company had succeeded in preserving the ­long-term
value of the brand and their conflict management effort addressed their
public image.
On April 17, 2018, the treatment of two black customers by a Starbucks
manager in Philadelphia and their resulting arrest brought this large
organization into conflict/crisis mode. Exactly what transpired between the
two men and the manager who asked them to leave and then called police is
unclear. However, the outcome is clear. Two black customers were treated in
a way markedly different from what most people experience with the ­-
Seattle-based coffee giant. Its stores are intentionally designed as public
gathering spaces, and most visitors take advantage of them, and the
restrooms, without incident. Starbucks has repeatedly demonstrated, by its
longstanding corporate focus on social responsibility and inclusion, that this
singular conflict in one brick and mortar facility could have a drastic effect
on the entire company. Starbucks CEO Kevin Johnson promptly apologized,
took personal responsibility and met with the men. The company also took
the extraordinary step of scheduling the closure of 8,000 ­company-owned
stores in the U.S. on the afternoon of May 29 for training to prevent
discrimination. That doesn’t make what happened right, but the company’s
response is a useful model for other businesses and individuals when
confronting a conflict situation that impacts its brand and public image.
The study of organizational behavior examines attitudes and performance
within the company setting, which draws on the theories and methods on
principles from psychology, sociology, cultural anthropology and individual
and group behavior (Ivancevich, 2002). Various organizations have different
goals, interests and priorities beyond profit. However, when a conflict arises
within a company, the overriding and mitigating factors to a successful
resolution lie in figuring out what differences led to the conflict, what
personality and leverage issues exist, what communication pitfalls may have
exacerbated the conflict and what appropriate ­problem-solving techniques
can be applied.
The chapters in this book have been designed to help ­profit-based
organizations, government organizations, ­non-profit organizations, and
individuals recognize conflict, whether internal or external. The approach to
examining and managing conflict is to provide comprehensive information
about organization design and behavior, power and influence, interpersonal,
intrapersonal and intragroup conflict. The management of and reorientation
to differences, leadership and team structures as well as reactions to crisis
and catastrophes are also addressed. This book will help change an
organization’s way of thinking about conflict and will foster a company
culture that is based upon principles of agreement and resolution. In a time
when executives, managers, human resource and training personnel, and
employees must do more with fewer resources, this book will assist with
increased productivity and improve human communication among all
individuals. In his 2002 article in The International Journal of Conflict
Management author M. Afzalur Rahim indicated that (1) there is no clear set
of rules to suggest when conflict ought to be maintained at a certain level,
when reduced, when ignored, and when enhanced; (2) there is no clear set
of guidelines to suggest how conflict can be reduced, ignored, or enhanced
to increase organizational learning and effectiveness; and (3) there is no
clear set of rules to indicate how conflict involving different situations can be
managed effectively.
Many organizations use professional specialists to establish clear
guidelines and to work on conflict and dispute issues. These individuals are
often part of a human resources department and the conflict issues, major
and minor, and the resolutions do not fully address the “totality” of a
workplace conflict. It may be deemed successful if the conflict issues don’t
escalate. These are organizational reactive responses and they may not
address underlying issues of the emotional and social issues of the
workforce. There is a clear need for organizations to use conflict resolution
specialists, with superb competencies, to address, manage, and resolve
conflict issues.
Conflict refers to more than just overt behavior. Concentrating only upon
its behavioral manifestation is extremely limiting. The very focus of the
concept of conflict emphasizes the need to (1) consider the situation in
which parties (individuals, groups or organizations) come to possess
incompatible goals; (2) analyze their structure of interaction; and (3)
examine the nature of their goals. It is also important to consider emotional
and cognitive orientations that accompany a conflict situation.
As we attempt to understand conflict in organizations the world around
us is changing and years after Rahim’s article, not much has changed or
improved. Indeed, some managers and organization leaders have taken
positive steps to identify, research and resolve conflicts. Organization
leadership must meet conflict straight on regarding the company’s mission,
direction, and design, so that things can be accomplished while working
most effectively with people (Fullan, 1991).
 1. Aspects and Causes of Conflict in an
Organization
Interests, Identities and Attitudes
Conflict can be viewed as many things. Schellenberg (1996) defined social
conflict as “the opposition between individuals and groups on the basis of
competing interests, different identities and/or differing attitudes.” The three
vital elements of this definition highlight the sources of difference—interests,
identities and attitudes. These take varying shapes in different organizations.
The interests of the IT department can be very different than those of the
accounting department. The identities of the managerial ­vice-presidents will
differ from those of project managers, and the attitudes of the CEO, COO
and CFO will be different from those of the administrative assistants in the
organization.
Since conflict is inevitable and all organizations will have to deal with the
varying issues surrounding conflict, it is noted that many researchers and text
materials point out that conflict is not always bad. The reframing of conflict
as a problem or crisis can result in viewing conflict as an opportunity to think
creatively and to work collaboratively on resolutions and agreements. The
Chinese symbol for crisis clearly indicates the reframing modes: the peril and
danger and a way of thinking about a crisis as an opportunity to look at a
situation with new eyes, a chance for improvement and change, and lessons
to be learned.
Conflict can be an important vehicle through which the work of an
organization gets done. In some cases, conflict enhances the adoption of new
policies and procedures and assists in maintaining the stability of the
organization. Reaching resolutions and agreements to organizational
conflicts may fall to the disputing parties, employees and their supervisors,
human resource departments, peer review committees, or specialized conflict
resolvers or negotiators. In their landmark book Getting to Yes: Negotiating
Agreement Without Giving In, Ury, Fisher and Patton (2011) describe three
dilemmas facing conflict resolvers: (1) soft negotiators offering quick
concessions to reach amicable agreements; (2) hard negotiators viewing
conflicts as a battle to be won; and (3) principled negotiators deciding issues
on their merits and looking for mutual gains.
The authors, describing the straightforward method of principled
negotiation, break it down into four basic points:
People—Separate the people from the problem.
Interests—Focus on interests, not positions.
Options—Invent multiple options looking for mutual gains before
deciding what to do.
Criteria—Insist that the results be based on some objective standard.

Organizational Learning
Organizational learning involves a continuous process that enhances its
collective ability to accept, make sense of, and respond to internal and
external change. Organizational learning is more than the sum of the
information held by employees. It requires systematic integration and
collective interpretation of new knowledge that leads to collective action and
involves risk taking as experimentation.
Peter Senge (2006) described learning organizations as places “where
people continually expand their capacity to create the results they truly
desire, where new and expansive patterns of thinking are nurtured, where
collective aspiration is set free, and where people are continually learning
how to learn together.”
Learning organizations (Gavin, 1993) are skilled at five main activities:
systematic problem solving, experimentation with new approaches, learning
from their own experience and history, learning from the experiences and
best practices of others, and transferring knowledge quickly and efficiently
throughout the organization.
One of the most valuable lessons in learning is that there is always
something new to learn. Finding new solutions and ­high-quality alternatives
to solutions depends on an organization’s climate. When stakeholders are
involved in training, learning sessions, company ­fact-finding retreats and
periodic team building and brainstorming sessions, the organization benefits
in many ways. These type of “learning sessions” need not focus solely on
team skills or enhancing social relations. Learning is the way we create new
knowledge and improve ourselves. Although there is ample debate regarding
the mechanisms and scope of learning, in its simplest form this is no different
for organizations.
In November of 2010 the Starbucks Corporation and Kraft Foods Inc.
began airing a messy divorce in public, fighting over the dissolution of their
partnership selling bags of Starbucks coffee at supermarkets.
News of the breakup first surfaced when Starbucks Chief Executive
Howard Schultz said on a quarterly conference call that Starbucks wanted to
end its ­12-year deal with Kraft, which markets and distributes Starbucks and
Seattle’s Best coffees to supermarkets and stores like Target. Kraft also sells
Starbucks discs for its Tassimo ­one-cup coffee brewer and Tazo teas. Kraft
Foods initiated arbitration to challenge Starbucks’ attempt to end the
agreement.
It contended that if Starbucks wanted to back out, it must pay Kraft the fair
market value of the business plus a premium of as much as 35 percent. Under
the deal with Kraft, Starbucks bagged coffee sales grew to $500 million (U.S.)
a year from $50 million. Additionally, Starbucks shares were down 2.8
percent in morning trade, while Kraft shares were down 1.4 percent.
Starbucks could end up paying more than $1 billion if it were forced to
compensate Kraft for the business.
Starbucks was willing to risk the potential cost of a dissolution as it sought
significant growth beyond its cafe chain by looking to the market for
packaged consumer goods. The company was also pushing sales of its Via
instant coffee in what it hoped would become a ­billion-dollar business.
After holding team information and learning sessions Starbucks informed
Reuters it planned to work with the sales and marketing division of privately
held Acosta Inc, which handled its Via business, to distribute Starbucks
coffee to stores after ending its ties to Kraft on March 1, 2011.
This business dispute illustrates how fluid marketplace trends can be,
which can cause negotiated business agreements to become undesirable over
time. In their original agreement, Kraft and Starbucks would have been wise
to agree upon set times for renegotiation. They would have had leeway to
revisit existing deal terms in the face of changed economic and industry
conditions. They could also have negotiated conditions for ending the
agreement early, such as cancellation penalties and other forms of
compensation. This could have been worked out as both companies
conducted updated learning sessions. Intelligent and continual learning can
help anticipate uncertainties which have the potential for a costly business
dispute. In the end, on November 12, 2013, an arbitrator ruled that Starbucks
should pay $2.23 billion in damages plus $527 million in ­pre-judgment
interest and attorneys’ fees to Kraft Foods. This ruling put an end to the ­-
years-long battle between Kraft Foods and Starbucks.
Learning from this costly experience, Starbucks has grown to rely heavily
on organizational learning and development opportunities which is
evidenced by:

company growth by an average of two stores per day for the last 27
years;
an ambitious plan to add 1,000 stores in China;
a corporate plan to spend more on employee healthcare than coffee
beans;
the fact that its stock is worth over 23 times what it sold for in 1992;
and
classroom learning opportunities and training, which include ­self-
guided booklets and “learning coaches.”

Characteristics of a Learning Organization

Too often, training and learning programs in organizations are conducted
because competitors are doing it, because an executive believes that
conducting a certain program would be a good thing to do, or because some
crisis demanded new learning approaches and strategies. Learning
organizations can always make use of additional and updated training.
Training can help organization members to learn and develop. However,
training targeted at supporting and enhancing organization change can have
considerable payoff (Burke, 2011).
Learning organizations facilitate the active learning of their employees so
that the organization can continuously transform itself. A learning
organization inspires to employ a more interconnected way of thinking.
Active learning and training modules combine actual ­problem-solving in
organizations with “learning about how to work together better, how to solve
organizational problems more efficiently and effectively, and how to improve
the learning process in general—learning about learning.” One of the main
benefits of becoming a learning organization is the company’s ability to adapt
to changing situations.
To assess learning status of organizations, use the scale of numbers below
to rank the following eight statements:
1 (Highly Important)
2 (Important)
3 (Negligibly Important)
4 (Not Important)
5 (Definitely Not Important)
___ The organization has a clear and orderly learning and instructional
program.
___ The organization uses many methods to keep in touch with how the
workforce feels about their training programs.
___ The organization sets high standards for worker achievement and does
not let inferior work get by.
___ The organization management admits its shortcomings and errors about
poor, or lack of, training opportunities.
___ The organization allows the workforce to have input and make decisions
about future learning opportunities.
___ The organization keeps up to date on available learning, technology, and
industry trainings.
___ The organization places great emphasis on the employees learning to
work together effectively and to understand one another.
After the rankings have been made, individuals should form into small
groups and discuss the various sections so as to arrive at consensus about the
importance of the items as they relate to professional standards of learning
and competence.
In an article in the New York Times (Casselman, 2018), a story appears of
how a company in Hicksville, Ohio, dealt with a conflict involving slow
productivity growth. APT Manufacturing, which builds and installs robotic
equipment to help other manufacturers automate their assembly line,
received requests for more robots to help their labor crunch. The conflict for
APT Manufacturing was that the organization faced a hiring challenge
because “the pool of skilled workers is shallow.” Rather than turn to robots
himself, Anthony Nighswander, the president of ATP Manufacturing, made a
­low-tech decision involving learning and training opportunities. The
organization began offering apprenticeships, covering the cost of college for
its workers, and, three years ago, started teaching manufacturing skills to
high school students in their own facilities.
APT Manufacturing’s sense of urgency and ability to confront this issue in
these ways “could prove to be a powerful economic force; the investments in
training and automation, over time, should make their company more
productive.”

Almost all organizations have human resource departments, which

suggests that the basic concept of human resources involves the nurturing
and development of all employees. Formal learning in a company does not
involve sending people to workshops and trainings. Successful learning
organizations support continuous learning. They establish learning plans,
develop ­self-directed learning groups to meet on a regular basis, measure
performance in all departments and divisions, and create triad or quad teams
of managerial staff to work on best practices.

Learning Ground Rules

The basic structure of an organization is formally called a hierarchy.
Management ground rules establish objectives for making the organization
operate. Management by these rules and objectives provides for the orderly
growth of the organization by means of statements of responsibilities for
what is expected of the entire workforce. This type of organization of
management objectives can help overcome many chronic problems.
Once organizations have committed to undertaking the delivery of
learning and training opportunities, it is imperative to set specific ground
rules to facilitate maximum functioning. Several ground rules to assist
learning teams and divisions can include (1) developing a capacity to create
and follow an agenda; (2) starting on time with all the stakeholders present;
(3) allowing others to finish speaking with no interruptions; (4) being concise
and targeting the discussion at hand, while letting everyone have a chance to
speak; and (5) reaching decisions by consensus (Silberman, 2006).
As organization learning becomes part of a company’s policy, it is
important to involve the stakeholders in the process. Whether the learning
teams or divisions are small or large, it can be useful to arrange for
collaborative activities to stress, set and infuse the importance of such
trainings. Silberman suggests the following activities: (1) study and learning
groups that share materials; (2) group inquiry, where teams study materials
and question each other; and (3) information search teams that develop new
information to be included in learning.

­Problem-Based Learning
­ roblem-based learning (PBL) anticipates and enables qualitative change
P
to occur in organizations by facilitating the emergence of skills, knowledge
and understanding. Organizations need to always generate new ideas and
activities through learning to continually improve and develop new practices,
and this will benefit the entire organization as it prevents the repetition of
errors and failures (Blewitt, 1999). PBL can be thought of as a combination of
cognitive and social constructivist theories, as developed by Jean Piaget and
Lev Vygotsky.
Jean Piaget’s theory of cognitive development described and explained the
changes in logical thinking in children and adolescents. Piaget’s theory is
guided by assumptions of how learners interact with their environment and
how they integrate new knowledge and information into existing knowledge.
Lev Vygotsky’s theory of cognitive development focused on the role of
culture and social interactions. Vygotsky maintained that tasks that are
challenging promote cognitive development growth.
PBL was first introduced to the field of education in the 1960s by medical
education specialist Howard Barrows (1980), who argued that the teaching of
medicine at McMaster University in Ontario, Canada, should be organized in
a way that emulated the reasoning of a skilled practitioner.
PBL opportunities which involve cognitive and social constructivist
theories can be used to assist the workforce in organizations to take
responsibility for their own learning. This learning and the acquisition of new
knowledge will help to cultivate better communication and interpersonal
skills that support conflict resolution and negotiation issues.
Researchers on the facilitation of PBL have identified general issues
connected with infusing this seamlessly in the structure of an organization (­-
Savin-Baden, 2003). Three components are (1) support that is constructive
and empowering; (2) direction that involves encouragement and respects
individual autonomy; and (3) structure that is stable and relatively
predictable.
Three modes of PBL facilitation are (1) hierarchical, in which facilitators
take a controlling and directive role by setting objectives; (2) cooperative,
involving a sharing of power with the team in order to enable them to be ­self-
directed learners; and (3) autonomous, fully respected with a facilitator
simply setting the conditions in which the learning will take place (Heron,
1993).
In an organizational context, PBL

is ­learner-centered;
is composed of small groups, usually 10–15 participants;
uses facilitators to guide learners rather than instruct;
identifies a specific problem to serve as the focus of the group and
stimulates learning;
uses a problem as a vehicle for the development of ­problem-solving
skills, thereby stimulating the cognitive processes;
has learners work on a development problem; and
is a method to organize the learning of both the organization’s
matrix and models to incorporate the newest trends impacting the
company’s business practices, products and/or services.
Team Learning
Organizations are much more likely to perform well when employees work
effectively as a team. Good teamwork creates synergy, where the combined
effect of the team is greater than the sum of individual efforts. Synergy is the
interaction or cooperation of two or more organizations, substances, or other
agents to produce a combined effect greater than the sum of their separate
effects.
Whether learning teams are small or large, it is crucial to structure team
learning into an organization’s larger training program. Providing
collaborative activities over a long period of time will allow employees to
assume responsibility for their own learning, create strong and positive bonds
among employees, and decrease the likelihood of conflicts that could develop
and, perhaps, grow into crisis situations for both a work team as well as the
entire organization.
One of the ways to initially structure and involve employees in team
learning is to form study groups or teams to analyze work or learning
materials and then explain it to one another. Another way is to form group
inquiry teams to receive ­work-related materials and share and discuss items
they do not fully comprehend. This sharing can create team cohesion. A third
way is to utilize flipflop learning, where members of a team are given
different materials and are requested to study them and teach them to one
another.
As work and the working context become increasingly complex and
ambiguous, teams and individual team members must be able to learn and
adapt. This includes learning how to work together as a team. To promote
team learning (Silberman, 2006) and make optimum use of time, some
questions to consider would include the following:

1. How were teams composed (random assignment, diversity,

homogeneity, prior acquaintance, ­work-related assignment)?
2. Were the team invited to establish ground rules for discussion
and function?
3. Did the teams receive less structure as they obtained
competencies and indicated they could assume more control over
their own learning?
Discovering Diverse Content Through
Random Scribd Documents
 WHO'S WHO IN AMERICA GCl 1893; b. nr. Mechanksburg,
Cumberland Co., Pa., 1866; s. A. S. and WUhelmlna (Bell) L. ; grad.
Dickinson Coll., H. A., 1887 (M. A., Dickinson. 1890; Ph. D.,
Washington and Jefferson, 1897; Lift. D., Hanover Coll., 1897); m.
Julia May Tappan, d. Pres. Tappan of Miami Univ. Teacher Englisti
and mathematics, Asbury Park, N. J., 1887-9; prof. Latin and Greek,
Poughkeepsie (N. Y.) Mil. Coll., 1889-90; post-graduate student,
Univ. of Leipzig, 189U-2; same, 1893; sp'l student, Univ. of Oxford,
Eng., 1892; student Rome and Paris, 1893. Translator of Seneca's
Tranquillity of Mind, and Providence, P2. Contributor to leading edn'l
journals. Comm'r to 107th Gen. Assembly of Presby'n Church
(North), 1895. Mem. of Phi P»eta Kappa; Areheol. Inst, of America;
Am. Philol. Assn. Address: Oxford, Ohio. LAKtiTUN, Daniel Webster,
landscape architect; b. Kemper Co., Miss., May 5, 1864; s. Daniel
Webster and Emma (Nelson) L. ; grad. Univ. of Ala.. 1882 (Ph. D.,
1891); asst. Geol. Survey of Ala., 1883-9; a>st. prof, chemistry, Univ.
of Ala., 1889; consulting geologist Chesapeake & Ohio Py. Co., 1889-
93; regent Sigma Nu Fraternity, 1885-90; fellow Geol. Soc. of
America, 1889; Am. Soc. Landscape Architects, 1899. Author: Report
on the Geology of Southeast Alabama, State Geol. Survey, 1890;
also geol. papers, Silliman's Jour., 1885-9; Dull. Geol. Soc, America,
1889. Residence: 24 W. 59th St. Office: 160 5th Av., New York.
LANGTRY, Albert Perkins, editor; 6. Wakefield, Mass., July 27, 1860;
s. Joseph and Sarah (Lakin) Langtry; ed. Newton, Mass.; m. West
Roxbury, Mass., Aug. 3, 1886, Sarah C. Spear. Political writer;
Republican; has been connected with several leading papers; now
editor and publisher Springfield (Mass.) Union. Address: Spring field,
Mass. LANGTRY, Lillie, best known as Mrs. Langtry, actress. Became
famous as a beauty in London society before going on the stage; 1st
professional appearance, as Hester Grazebrook, in An Unequal
Match, Haymarket Theatre, London; has made several American
tours, appearing as Pauline in The Lady of Lyons; Rosalind in As You
Like It; has also appeared in A Wife's Peril, Nos Intimas, Esther
Sandraz, As In a Looking Glass, etc.; m. 1st, Edward Langtry; 2d,
1899, Hugo De Bathe. Address: 2 Cadogan Gardens, S. W., London,
England. LANGWORTHY, diaries Ford, asso. editor Expt. Sta. Record
since 1895; b. Middlebury, Vt., Aug. 9, 1864; .r. Charles P. and Ann
E. L. ; grad. Middlebury, Vt., Coll., 1887; A. M., 1890; studied
chemistry, 188993; Emperor William Univ., Strassburg, Germany, Ph.
D., 1893; unmarried. Instr. chemistry, Wesleyan Univ., Conn., 1893-
5; mem. Am. Chem. Soc. Author: Digest of Metabolic Experiment
(with W. O. Atwater), W8. Has written and contributed to numerous
bulls, of Dept. of Agr. Editor Foods and Animal Production, Expt. Sta.
Record. Contributor chem. journals and others. Residence: 1604
17th St. Office: Dept. Agr., Washington. I. wham, Samuel Willi*
Tnolcer, congressman, lawyer; />. Spartanburg, 8. C, July I, 1846;
S. James Madison Mini LOUl U (Tucker) L. ; common Bcbool ed'n;
entered C. S. A. win n ;i buy and served in 3d S. ('. regt. ; in. Sept.
I, 1866, Sallie li. Meng, Union Co., S. C. Removed to Tex., 1866;
admitted to bar, 1869. Was dist. att'y I3tll dist.; presidential elector,
1880; mem. Congress, 1883-93, and 1895-1903, 8th Tex. dist.
Democrat. Home: Weatherford, Tex. I.AM 10 It, Charles, banker; b.
Madison, Ind., Jan. 19, 1837; ed. New Haven, Conn.; m. Sarah
Egleston; was admitted to Winslow, Lanier & Co., bankers, at 23,
and is now head of the firm. Has been a dir. In many corporations,
including West Shore R. R. ; Central R. R. of N. J.; Western Union
Tel. Co.; Central Trust Co.; South Am. Tel. Co.; Nat. Bank of
Commerce; trustee the Am. Museum of Natural History and
supporter of Metropolitan Museum of Art, and Am. Geog. Soc.
Residence: 30 E. 37th st. Office: 17 Nassau St., New York. LANIER,
Clifford Anderson, author; b. Griffin, Ga., April 24, 1844; s. Robert S.
and Mary J. (Anderson) L. ; ed. Oglethorpe Coll., Midway, Ga. ; in.
Montgomery, Ala., Nov. 26, 1867, Wilhelmina Clopton. Left coll. at
end of sophomore yr. Being too young to be Southern soldier, in
1861, volunteered as Ga. soldier, April, 1862; served in Va.; became
signal officer of Blockade Runner Talisman, Oct., 1864; wrecked Dec,
1864; went to Bermuda and Cuba; supt. of City of Montgomery
schools, 1885; is real estate owner. Author: Thorn Fruit (novel), 01;
The Mate's Race with the Banshees; The Doctor's Legend. Wrote:
Love and Loyalty at War, and other stories; Dialect Poems, by Sidney
and Clifford Lanier (in Poems of Sidney Lanier); is now preparing
poems for a vol.; also vol. of stories; essays, sketches and poems in
periodicals, notably several articles on Sidney Lanier. Residence: 203
S. Perry St. Office: Cor. Washington and Perry Sts., Montgomery, Ala.
LANMAN, Charles Rockwell, orientalist, prof. Sanskrit, Harvard, since
1880; b. Norwich, Conn., July 8, 1850; lineal descendant, Jonathan
Trumbull; grad. Yale, 1871; graduate student Greek under Hadley,
Sanskrit under Whitney; Ph. D., Yale, 1873; studied Sanskrit under
Weber of Berlin and Roth of Tubingen and comparative grammar
under Curtius and Leskien of Leipzig, 1873-6. Called to Johns
Hopkins, yr. of its opening, 1876; thence to Harvard, 1880; m. Beach
Bluff, Mass., July 18, 1888, Mary B. Hinckley. Percy Turnbull lecturer
on Poetry of India, Johns Hopkins, 1898; lecturer Lowell Inst.,
Boston, 1898; traveled in India, 1889, and acquired valuable books
and about 500 manuscripts (Sanskrit and Prakrit) for Harvard; sec.
and editor trans, and proc (5 vols.), 187984, pres., 1890, Am. Philol.
Assn.; corr. sec. Am. Oriental Soc, 1884-94, and joint editor its jour,
and proc. for about 15 yrs. Mem. Royal Asiatic Soc, German Oriental
Soc, Soeiete Asiatique; hon. mem. Asiatic Soc. of Bengal; for. mem.
Royal Bohemian Soc. of Sciences. Author: Noun-Inflection in the
 662 WHO'S WHO IN AMERICA Veda, 18S0, Am. Oriental
Soc. ; Sanskrit Reader, with Vocabulary and Notes, 1884, 1888 Gl;
Rajagekhara's Karpura Mafijari, a Hindu Drama of 900 A. D., from
Prakrit into English, with Notes, 1900; The Beginnings of Hindu
Pantheism, 1890 S20; Memorial Address on W. D. Whitney, Atlantic
Monthly, March, 1895. Contributor to leading Oriental and other
journals. Edits, with cooperation of various scholars, Harvard
Oriental Series: Jataka Mala, Buddhist Sanskrit stories (Kernof
Leiden) ; Vijnana Bhikshu's Sanskrit Commentary on the Exposition
of the Sankhya Philosophy (Garbe of Konigsberg) ; Buddhism in
Translations (Warren of Cambridge, Mass.) ; 10 other vols, far
advanced in preparation, or in press. Residence: 9 Farrar St.,
Cambridge, Mass. LANZA, Gaetano, prof, theoretical and applied
mechanics, in charge dept. mech. eng'ring, Mass. Inst. Technology;
b. Boston, Sept. 26, 1848; j. Gaetano and Mary Ann (Paddock) L.;
(S. B., C. E., M. E., Univ. of Va.); for 2 yrs. asst. instr. mathematics,
Univ. of Va. ; 1871-2, instr. Mass. Inst, of Technology; 1872-5, asst.
prof, and since 1875, prof, theoretical and applied mechanics, Mass.
Inst, of Technology; also in charge of dept. of mech. eng'rs since
1883; m. 1891, Jennie D. Miller. Mem. British Assn. Adv. Science;
fellow Am. Acad. Arts and Sciences, and A. A. A. S.; mem. Am. Soc.
Mech. Eng'rs, Boston Soc. Civ. Eng'rs, Am. Math. Soc, Am. Soc.
Naval Architects and Marine Eng'rs and various other scientific socs.
Author: Applied Mechanics, 1885 W9; also many papers presented
to various scientific socs. and published. Frequently acts as
consulting eng'r. Residence: 22 W. Cedar St., Boston. LAPHAM,
Oscar, lawyer; b. Burrillville, R. I., June 29, 1837; 5. Duty and
Lucinda (Wheelock) L. ; prep, ed'n Pembroke, N. H. ; Scituate, R. I. ;
Univ. Grammar School, Providence; grad. Brown, 1864 (A. M.);
studied law in office of B. N. and S. S. Lapham, Providence; in.
Providence, R. I., June 20, 1876, Clara Louise Paine. Served in Civil
war in 12th regt., R. I. vols., 1st It., adj. and capt., a. d. c. brigade
staff; served in Army of Potomac and Dept. of the Ohio in Ky. Col.
United Train of Artillery . Christiansand, Norway, Aug. 10, 1833; ^.
Herman and Marie L. ; grad. Univ. of Christiania, Norway, 1850;
grad. in theology, same, 1855. Luth. minister, Pierce Co., Wis., 1857-
9; Norwegian prof.
 WHO'S WHO IN AMKIUCA 663 Concordia Coll. and Scm., St.
Louis, 1869-61 ; v.-p. Norwegian Luth. Synod, 187(i-9:i; v. -p. and
part of time acting pres. Synodical Conf., 1879-N2. Editor of the
church paper of Norwegian Luth. Synod, 18(58-89; m. July 23, 1855,
Karen Neuberg (died Feb. G, 1871); 2d, Aug. 20, 1872, Ingeborg
Astrup. Address: Decorah, la. LARSON, Cora Gunn, teacher; b.
(Gunn) Buda. 111., Sept. 7, 1859; became deaf in childhood from
spinal meningitis, but retains power of speech; grad. 111. State
School for the Deaf, Jacksonville, 111., 1878; taught there 8 yrs.;
married Lars Moore Larson, 1893; assists him in the New Mex.
School for the Deaf. Address: Santa Fe, N. Mex. LARSON, Lars
Moore, educator and founder, 1885, and since then supt., New
Mexico School for the Deaf; b. Vernon Co., Wis., Aug. 20, 1856; lost
hearing in infancy; grad. Wis. School for the Deaf. Delavan, 1876;
also at Nat. Coll. for Deaf, Washington, 1882; taught in Chicago
deaf-mute day schools until 18S4; m. 1S93, Cora Gunn, Buda, 111.
Address: Santa Fe, N. Mex. LASS1TER, Francis Rives, congressman
from 4th Va. dist., April, 1900-3; b. Petersburg, Va., Feb. 18, 1866;
.r. Daniel W. and Anna Rives (Heath) L. ; ed. public and private
schools, Petersburg; Univ. of Va., 1883-6; grad. same, LL. B. ;
admitted to Suffolk bar, Boston, Mass., 1887; Va. bar, 1888; m.
Petersburg, Va., March 31, 1891, Fanny Page McGill. Mem. Va. State
Dem. Com. since 1888; elected city att'y of Petersburg, 1888;
reelected, 1890-2; presidential elector, 1892; U. S. att'y, Eastern dist.
of Va., 1893-7; defeated for Dem. nomination for att'y-gen. of Va.,
1897; supervisor 12th census, 4th dist. of Va., 1899; elected to 56th
Congress at sp'l election, April, 1900, and reelected to 57th
Congress; Democrat. Wrote: Notes on Arnold's Raid, 1781. Sewanee
Rev., 1901. Home: Petersburg, Va. LATANfi, James Allen, R. E.
bishop; b. Essex Co., Va., Jan. 15, 1831; 5. Henry Waring and
Susannah (Allen) L. ; academic ed'n and study of law, Univ. of Va.,
1848-53; grad. Va. Theol. Sem., Alexandria; (D. D., Hampden-Sidney
Coll., Va.). Was pastor Trinity (P. E.) Ch., Staunton, Va., 1857-71; St.
Mathew's Ch., Wheeling, 1871-4. In 1874, shortly after R. E. Ch. was
organized, gave up P. E. ministry and joined the new denomination;
elected bishop, 1879; has charge of missionary jurisdiction of the
South; also pastor of a church in Baltimore; m. Nov. 7, 1855, Mary
Minor Holladay, Charlottesville, Va. Address: 1412 Park Av.,
Baltimore. LATCHAW, John Roland Harris, pres. Defiance Coll. since
1896; b. Venango Co., Pa., Sept. 7, 1851; grad. Hillsdale Coll., 1881
(A. M., 1884; D. D., 1891); studied Univ. of Chicago, 1895-6; m. April
27, 1875, Zella Amanda Kimball, Rochester, Minn. Founded and mgr.,
1881-4, Barkeyville Acad., Pa.; pres. Findlay Coll. and lecturer
psychology and theology, 18S4-93. Pastor 1st Bapt. Ch., Zanesville,
O., 1S93-5; Bethel Bapt. Ch., Chicago, 1895-6; 1st Bapt. Ch.,
Defiance, 1896-7; Christian Assembly (Independent), Defiance, since
IN97. Author: Outlines of Psychology, Its Method and Matter;
Citizenship in the Northwest Territory; Outline Lectures In Theology;
Theory and Art of Teaching; also sermons and addresses, etc. Editor
and publisher The Truth Seeker; i "in t editor Unity Herald. Address:
Defiance, O. LATHAM, Vida A., educator, microscoplst; b. England,
Feb. 4, 1866; ed. in Norwich. Manchester, Cambridge and London,
England, and Mich, and Northwestern univs. ; grad. Mich. Univ.
Dental DepL, 1892; Northwestern Univ. Woman's Med. Dept., 1895.
Has practiced medicine and dentistry at Ann Arbor, Mich., and
Chicago; best known as teacher of sciences and microscopy in
particular. Has been prof, histology Am. Dental Coll.; lecturer
pathology and histology, dir. micros, laboratories and curator
museum Northwestern Univ. Woman's Med. School. Mem. Am. Med.
Assn., A. A. A. S., Am. Micros. Soc, 111. State Micros. Soc, Chicago
Acad. Sciences, Chicago Patholog. Soc; fellow Royal Micros. Soc.
Contributor to med. and scientific publications in England and U. S.
Residence: 808 Morse Av., Chicago. LATHBURY, Mary Artemisia
(Miss), author, illustrator; b. Manchester, N. Y., Aug. 10, 1841; s. Rev.
J. and B. S. L. ; ed. Manchester, N. Y., and Worcester, Mass. After
leaving school engaged in teaching art* then editorial work; since
1876, general literature and illustration. Author and Illustrator: Fleda
and the Voice, 1878 M4; Out of Darkness Into Light, 1880 L9; Seven
Little Maids, 1882 Ol; Ring-Around-a-Rosy, 1884 Ol; Twelve Times
One, 1885 Ol; Idyls of the Months, 1884; From Meadow Sweet to
Mistletoe, 1888; Child's Story of the Bible, 1898 D8; etc. Best known
through Chautauqua songs and hymns in ch. collections. Address:
Cambridge, Mass. LATHROP; see also LothroD. LATHROP, Francis,
artist; b. at sea, nr. Hawaiian Islands, June 22, 1849; 5. Dr. George
Alfred ajjd Frances M. L. ; ed. Dresden, Germany, 1867-70; studied
painting in London, England, under Burne-Jones and Madox Brown.
Returned to U. S., 1873; engaged since then painting portraits and
decorative pictures, and executing stained glass windows and gen.
decorative work. Address: 29 Washington Sq., New York. LATHROP,
John, justice Supreme Judicial Court, Mass., since 1891; />. Boston,
Feb. 8, 1835; grad. Burlington Coll., N. J., 1853 (A. M., 1856); grad.
Harvard Law School, 1855; admitted to Suffolk bar, 1856; practiced
in Boston, 1856-88; reporter decisions Supreme Court, 1874-88;
justice superior court, 188891. Served, 1862-3, It. and capt., 35th
Mass. vol. inf. Lecturer Harvard Law School, 1871-3; Boston Law
School, 1873, 1880-3; hi. June 24, 1875, Eliza Davis Parker. Address:
10 Gloucester St., Boston. LATHROP, Rose Hawthorne (Mother Mary
Alphonsa Lathrop), superioress Dominican Community of Third
Order, and directress of Charitable Home: b. Lenox, Mass., May 20,
1851; d. Nathaniel Hawthorne, author; common school* ed'n; m.
 664 WHO'S WHO IN AMERICA 1871, George Parsons
Lathrop, author. Of late yrs. devoted to betterment of conditions of
the poor, especially of cancerous and destitute women, unable to
find care in any existing hosp. Established St. Rose's Free Home for
Cancer. Author: (poems) Along the Shore; Memories of Hawthorne;
(with her husband) A Story of Courage. Residence: 426 Cherry St.,
nr. Corlaer's Park, New York. LATIMER, Asbnry C, congressman and
farmer; b. nr. Lowndesville, Abbeville Co., S. C, July 31, 1851; j.
Clement T. and Frances B. L. ; reared on father's farm; common
school ed'n; m. Belton, S. C, June 26, 1877, Sara Alice Brown; took
part in campaign of 1876; removed to Belton, Anderson Co., 1880,
and has since farmed there; chmn. Co. Dem. Com., 1890-3; mem.
Congress, 1893-1903, 3d S. C. dist; Democrat. Home: Belton, S. C.
LATIMER (Mary) Elizabeth Wormeley, author; b. London, England,
July 26, 1822; d. Rear Admiral Wormeley, of English navy; ed. at
home. Published her 1st novel in England, then wrote 2 others and
did mag. work until 1856; m. Randolph Brandt Latimer, Baltimore,
1856, when she ceased to write for the press for 20 yrs. Author:
Amabel; Our Cousin Veronica; Salvage; My Wife and My Wife's
Sister; Princess Amelie; A Chain of Errors; France in the XlXth
Century; Russia and Turkey in the XlXth Century; England in the
XlXth Century; Europe in Africa in the XlXth Century; Italy in the
XlXth Century; Spain in the XlXth Century; My Scrap Book of the
French Revolution; Judea from Cyrus to Titus, 537 B. C.-70 A. D. ;
Last Years of the XlXth Century. Address: 13 E. Franklin St.,
Baltimore. LATROBE, Ferdinand Claiborne, lawyer; b. Baltimore, Oct.
14, 1833; 5. John H. B. L. ; ed. Coll. of St. James, Washington Co.,
Md. Mem. Md. house of delegates, 1869-72 and 1900 (speaker,
1870-2); judgeadvocate-gen. gov.'s staff, 1868-79; mayor Baltimore
7 terms, 1874-95. Pres. Consolidated Gas Co., Baltimore, since 1900.
Residence: 906 N. Charles St. Office: 205 St. Paul St., Baltimore.
LATTIMORE, Jobn Compere, supt. city schools, Waco, Tex., since
1899; b. Marion, Ala., March 25, 1862; s. Rev. John Lee and Sarah
Catherine (Shivers) L. ; grad. Nat. Normal Coll., 1886; Baylor Univ.,
1895 (M. S., 1896); m. June 20, 1889, Lucy Edens, Okolona, Miss.
Supt. schools Falls Co., Tex., 1887-90; prin, prep, school, 1890-2;
prof, mathematics Baylor Univ., 1892-7; chmn. faculty Baylor Univ.,
1897-9; pres. Tex. State Teachers' Assn., 1899; mem. faculty Tex.-
Colo. Chautauqua, Boulder, Colo., 1900; mem. Tex. State Bd. of
Examiners since 1900. Address: Waco, Tex. LATTIMORE, Samuel
Allan, Ph. D., LL. D., prof, chemistry, Univ. of Rochester, since 1867;
b. Union Co., Ind., May 31, 1828; prof, chemistry Genesee Coll.,
1860-7; mem. Am. Chem. Soc. Address: 271 University Av.,
Rochester, N. Y. liAlfRACH, Charles, geologist, archaeologist; &.,
Durham, Bucks Co., Pa., Aug. 29, 1836; j. Anthony L. ; ed. in
Durham public schools and Collegiate Inst., Easton, Pa. (grad.,
1860); studied phrenology; also studied medicine with Dr. H. A.
Benton, Saratoga, and obstetrics with Dr. Jacob Ludlow, Easton, Pa.
; m. Riegelsville, Pa., March 29, I860, Jane Raub. Practiced med.
electricity and homoeopathy while giving phrenological lectures and
delineations of character, and was also engaged in farming; began
scientific investigations, 1865, and has devoted prin. attention to
them since 1870. Corr. mem. Univ. of Pa., archasol. and palaeontol.
dept. ; mem. Anthropol. Club, Phila. ; charter mem. Bucks Co. Hist.
Soc. Wrote: History of Durham Township, 1887; Geology of Bucks
Co., Pa., in Warner's History of Bucks Co. ; Prehistoric Man in the
Delaware Valley, 1880. Also various papers and monographs on
archasol. and geol. subjects, principally dealing with Delaware Valley,
published by Univ. of Pa., and in various journals. Address:
Riegelsville, Pa. LAUGHLIN, Clara Elizabeth, editor; b. New York,
Aug. 3, 1873; d. Samuel Wilson and Elizabeth (Abbott) L.; grad.
North Division High School, Chicago, 1890; unmarried. On staff of
Interior since June 1, 1892. Has edited, read and revised
manuscripts for publishers, and written articles, stories and critical
essays in Harper's Magazine and Bazar, Scribner's Magazine, Book
Buyer, Chap Book, Ladies' Home Journal, Linpincott's, Delineator, Self
Culture, New York Independent, Outlook, Critic, etc. Residence: 636
Pine Grove Av. Office: 69 Dearborn St., Chicago. LAUGHLIN, Elmer
Osborn, author, physician; b. Paris, 111., Aug. 2, 1867; s. D. O. and
Zibiah (Osborn) L. ; ed. high school, Paris, 111., and 1 yr. Univ. of
Mich. ; grad. Med. Coll. of Ohio, 1893; m. Paris, 111., Dec. 29, 1891,
Annie Bergen. Began writing poetry and miscellaneous sketches in
1890. Contributed series of sketches to Indianapolis Sunday Journal,
1896-7, of which the book, "Johnnie," is the outgrowth. Author:
Johnnie, 1898 B6. Address: Paris, 111. LAUGHLIN, James Laurence,
head prof, political economy, Univ. of Chicago, since 1892; b.
Deerfield, 0., April 2, 1850; grad. Harvard, 1873 (A. M., Ph. D.,
1876). Taught in Hopkinson's Classical School, Boston, 1873-8; instr.,
1878-83, asst. prof., 1883-7, political economy, Harvard; pres.
Manufacturers' Mutual Fire Ins. Co., Phila., 1887-90; prof, political
economy, Cornell, 1890-2. In 1894-5 prepared for gov't of San
Domingo a scheme of monetary reform, which was afterward
adopted; mem. Monetary Comm'n created by Indianapolis Monetary
Conference, 1897. Mem. Internat. Inst. Statistics; sec. Political
Economy Club. Editor Journal of Political Economy. Author:
AngloSaxon Legal Procedure in Anglo-Saxon Laws, 1876 L6; J. S.
Mill's Principles of Political Economy (Abridged), 1884 A2; Study of
Political Economy, 1885 A2; History of Bimetallism in U. S., 1886 A2;
Elements of Political Economy, 1887 Al; Gold and Prices Since 1873,
1887 U14; Facts About Money, 1895 01; Report of Monetary
Commission, 1898. Editor Journal of Political Economy.
 WHO'S WHO IN AMERICA c,i;r, Mem. Internat. Inst.
Statistics; sec. Political t Economy Club. Residence: 5747 Lexington
Av., Chicago. LAI'GHLIIV, Napoleon n., lawyer; b. at Grand Tower,
111., July 24, 1844; served in 15th Mo. regt., C. S. A., 1864; grad.
Univ. of Mo., Ph. B., 1875; studied law; went to N. Mex.; mem. lower
house, 1880; Territorial council, 1886; apptd. by gov. and confirmed
atty-gen. N. Mex., 1887; asso. justice Supreme Court and judge 1st
jud. dist. court, N. Mex., 1894-8; Democrat; m. Dec. 1, 188:1 . Kate
Kimbrough, Dallas, Tex. Address: Santa Fe, N. Mex. LAVTEHBACH,
Edward, lawyer; b. New York, Aug. 12, 1844; j. Solon and Mina L. ;
ed. Coll. City of New York; admitted to bar, 1866; m. New York,
1870, Amanda Friedman. Mem. law firm Hoadly, Lauterbach &
Johnson; chmn. Rep. Co. Com., 1895-7; v.-p. and dir. Maurice Grau
Opera Co. ; also dir. several New York st. ry. cos. Active in important
railway, telegraph and maritime cases; took prominent part in
rehabilitation of the Phila. & Reading R. R., and the building up of
the Richmond & West Point Terminal system; became v.-p. and
counsel to Pacific Mail Steamship Co. Residence: 2 E. 78th St. Office:
22 William St., New York. LAl'X, August, artist; b. in the Rhine Pfalz,
Bavaria, Dec. 18, 1847; removed with parents to New York, 1863;
studied at Nat. Acad. Design; exhibited 1st in spring of 1870 at
Acad.; became notable for decorative work, but since 1880 has
given his attention to genre and still-life pictures; m. March 9, lh76,
Emilia Heisterhazen of Hesse Cassel, Germany. Address: 621 Carroll
St., Brooklyn. LAW, James, dir. State Veterinary Coll. and prof,
principles and practice of veterinary medicine, veterinary sanitary
science and veterinary therapeutics, Cornell; b. Edinburgh, Scotland,
Feb. 13, 1838; ed. burgh schools, Dunbar; veterinary and med.
schools, Edinburgh; l'fieole Veterinaire, Alfort, Paris; l'ficole
Veterinaire, Lyons, France; grad. Highland and Agr'l Soc. Veterinary
Bd., 1857 (V. S.); Royal Coll. of Veterinary Surgs. (M. R. C. V. S.,
1863; F. R. C. V. S., 1870). Prof, anatomy and materia medica
Edinburgh New Veterinary Coll., 1860-5; prof, anatomy Albert
Veterinary Coll., London, 1865-7; prof, veterinary science, Cornell,
1868-96. Dir. and dean New York State Veterinary Coll., Cornell, from
1896; mem. various veterinary and med. socs. ; consulting
veterinarian to the N. Y. State Agr'l Soc, 1869-96; chmn. U. S.
Treasury cattle comm'n, 1882-3; field chief of Rureau of Animal
Industry for extinction of cattle lung plague in 111. and N. Y., 1887-
8. Author: General and Descriptive Anatomy of Domestic Animals;
Farmers' Veterinary Adviser; Text Book of Veterinary Medicine, and
numerous scientific monographs. Address: Ithaca, N. Y. LAWLER,
Thomas G., comdr.-in-chief G. A. R., 1894-5; b. Liverpool, England,
April 7, 1844; brought to 111. in childhood; enlisted as private, Co.
E, 19th 111. inf., Juno, 1891; became sergt. and was elected 1st It.,
but was not commissioned; comd. his co. for 2 mouths during
Atlanta campaign; was col. 3d 111. inf. 7 yrs. ; organized, 1X76,
Hockford Rifles; postmaster of Korkford, 1877-S.",, 1889 93;
Republican. Coal and lumber mcht. Address: Korkford, III.
LAWRENCE, Abraham Hiker, asso. Justice Supreme Court, N. Y., since
1873; b. New York, Sept. 19, 1832; s. John L. and Sarah A. L. ; ed.
private school; read law ■with his father and others and admitted to
bar, 1853; m. New York, Jan. 5, I860, Eliza W. Miner. Mem.
Constitutional Conv., 1867; Dem. candidate for mayor New York,
1872. Residence: 285 Lexington Av. Office: County Court House,
New York. LAWRENCE, George Pelton, congressman; b. Adams,
Mass., May 19, 1859; s. Dr. George C. and Jane E. (Pelton) L. ; grad.
Amherst, 1880; studied at Columbia Law School; admitted to bar,
1883; judge dist. court Northern Berkshire, 1885-94; mem. Mass.
senate, 1895, 1896, 1897 (pres., 1896-7); mem. Congress, elected
to fill unexpired term of A. B. Wright (died Aug. 14, 1897); re-
elected for term 1899-1901, and 1901-3, 1st Mass. dist.; Republican.
Home: N. Adams, Mass. LAWRENCE, Isaac, lawyer; b. in Am.
legation, London (where his father was charge d' affaires), 1828;
grad. Columbia (class poet), 1847 (A. M.); studied Harvard Law
School, class 1847; asso. editor U. S. Democratic Review, 1856-9;
Nat. Dem. Review, 1860; mem. Nat. Dem. Conv., R. I., 1864; U. S.
consular agt. at Coburg, 1862; at Port Hope, Canada, 1872-6; Dem.
candidate for gov. R. I., 1878; m. Nov. 1, 1883, Lee, d. Nicholas
Gwynn, pres. Bank of America, Ky. Lecturer on diplomacy before U.
S. Biog. Soc, etc. Editor Lawrence's Wheaton on International Law.
Author: Life of W. B. Lawrence, Governor of Rhode Island. Address:
15 E. 90th St., New York. LAWRENCE, Robert Means, physician,
author; b. Boston, May 14, 1847; 5. William Richards and Susan
Coombs (Dana) L. ; grad., 1869; M..D., Harvard, 1873; m. June 30,
1870, Katherine Lawrence Cleveland. Author: Historical Sketches of
some members of the Lawrence Family, 1888 Lll; The Magic of the
Horse-shoe, 1S98 H5. Wrote: The Therapeutic Value of the Iodide of
Ethyl, New York Med. Record, June, 1880; Phonic Paralysis with
Rapid Respiration, Boston Med. and Surg. Journal, July, 1882.
Residence: 321 Dartmouth St., Boston. LAWRENCE, William, P. E.
bishop of Mass. since Oct., 1893; b. Boston, May 30, 1850; grad.
Harvard, 1871 (D. D., 1S93; S. T. D., Hobart, 1889); Episcopal Theol.
School, Cambridge, Mass., 1875. Ordered deacon, 1875; ordained
priest, 1876; rector Grace Ch., Lawrence, Mass., 1876-84; prof,
homiletics and pastoral theology, Episcopal Theol. School,
Cambridge, 1884-93; dean of same, 1888-93. Author: Life of Amos
A. Lawrence (his father) ; Proportional Representation in the House
of Clerical and Lay Delegates; Visions and Service. Address: 101
Brattle St., Cambridge, Mass. LAWS, Samuel Spakr, Presby'n
clergyman, educator; b. Ohio Co., Va., March 23,
 666 WHO'S WHO IN AMERICA 1824; grad. Miami Univ.,
1848 (A. M.); received certificate of 3-yrs.' course Princeton Theol.
Sem., 1851 (class orator); grad. Columbia Coll. Law School; admitted
N. Y. bar, 1869; grad. Bellevue Hosp. Med. Coll., 1874 (LL. D.,
Westminster Coll.; D. D., Washington & Lee); m. 1860, d. Wm.
Broadwell, Fulton, Mo. Pastor West Ch., St. Louis, 1851-3; prof,
physical science, 1854-5; pres., 1855-61; Westminster Coll., Fulton,
Mo.; pres. Mo. State Univ., 1876-89, resigned; commissioned maj. by
Gov. Marmaduke in organizing mil. dept. of Univ. ; apptd. visitor to
West Point, 1882; Perkins prof, natural science in connection with
revelation, and Christian apologetics, Presby'n Theol. Sem.,
Columbia, S. C, 1893-8. Inventor and introducer of system of
simultaneous telegraphing of market reports ("tickers"). Several of
his addresses on edn'l, religious, philos. and scientific themes have
been published. Address: 315 C St., N. W., Washington. LAWSON,
Andrew C, prof, geology and mineralogv, Univ. of Calif. : b.
Anstruther, Scotland, July 25, 1861; j. William and Jessie (Kerr) L. ;
grad. Univ. of Toronto, 1883 (M. A., 1885; Ph. D., Johns Hopkins,
1888); geologist to Geol. Survey of Can., 1882-90; represented same
at Geol. Congress, London, 1888; represented Univ. of Calif, at Geol.
Congress, St. Petersburg, 1897. Has published numerous geol.
papers and monographs; m. Nov. 30, 1889, Ludovika von Jantsch.
Address: Berkeley, Calif. LAWSON, John Davison, prof, common and
internat. law, Univ. of Mo. ; b. Hamilton, Can., March 29, 1852; .r.
Joseph Lawson; grad. Hamilton Coll., Osgoode Hall; studied law (B.
C. L., Trinity Coll.; LL. D., Univ. of Mo.); m. St. Louis, 1879, Frances
E. Chase. Judge civil court, 1890-5; editor Central Law Journal,
1876-1881. Author: Injuries from Intoxicating Liquors, 1876;
Railroad Fires, 1878; Contracts of Common Carriers, 1880; Usages
and Customs, 1881; The Power of Usage and Custom, 1881; Hints of
Advocacy, 1882; Index Digest, Central Law Journal, 1880;
Concordance of Words and Phrases, 1883; Expert and Opinion
Evidence, 1883, 1900; Snell's Principles of Equity, 1884; Leading
Cases Simplified (3 vols.), 1882; Presumptive Evidence, 1885, 1899;
Insanity as a Defense, 1884; Defenses to Crime (5 vols.), 1886,
1892; Rights, Remedies and Practice (7 vols.), 1891; Index to
Rights, Remedies and Practice, 1891; Digest Nevada Reports, 1892;
American Law of Contracts, 1893; American Law of Bailments, 1895;
Cases on Personal Property, 1896. Contributor to journals of law and
jurisprudence for many yrs. Address: Columbia, Mo. LAWSON,
Pnblins V., mfr. ; b. Corning, N. Y., Nov. 1, 1853; s. Publius V. and
Elizabeth (Fleming) L. ; ed. Menasha, Wis., High School, and literary
dept., Univ. of Wis.; grad. law dept., Univ. of Wis., 1878; admitted to
state and federal courts, 1878; practiced in Menasha 10 yrs. ; m.
Neenah, Wis., Aug. 5, 1884, Florence J. Wright. Court comm'r, 6th
circuit, 1880-8; mayor Menasha 6 terms, 1886, 1887, 1888, 1889,
1893, 1896; alderman, 18S2-3; Republican candidate for State
senate, 1890; dir. public library, 1895-1901; park comm'r, 1895-
1901; v. -p. Public Library, 1899-1901; pres. Republican Club, 1900;
pres. Menasha Museum, History and Art Assn., 1889-1900, 1901;
pres. Fox River Valley Library Assn., 1900-1901; Republican. Wrote
monographs: The Ontagamie Village at West Menasha, Wis. Hist.
Proc, 1899; Winnebago Village on Doty Island, same, 1900; also
numerous newspaper articles on archseol., legal and hist, subjects,
etc. Address: Menasha, Wis. LAWSON, Victor Fremont, pub. Chicago
Daily News; b. Chicago, Sept. 9, 1850; s. Iver L. ; ed. Phillips Acad.,
Andover, Mass.; took charge of an interest of his father's estate in a
printing establishment; bought Chicago Daily News, July, 1876, and
with his later partner, Melville E. Stone, developed it to success;
started morning edition, 1881; bought out Mr. Stone, 1888, and
became sole propr. Retained the name Daily News for the evening
paper and changed morning issue to the Chicago Record; latter was
merged with the Times-Herald, 1901, into the Record-Herald. Has
been pres. the Associated Press; established Daily News Fresh Air
Fund, which maintains the Lincoln Park Sanitarium for sick poor
children, and has been active in other philanthropic work. Office:
The News, Chicago. LAWTON, William Cranston, educator; b. New
Bedford, Mass., May 22, 1853; s. James Madison and Sarah Greene
(Cranston) L. ; m. Jan. 24, 1884, Alida Allen Beattie, New Bedford,
Mass. Classical teacher and lecturer; mem. Assos expdn., 1881;
1890-4, sec. Archasol. Inst, of America; since 1895 prof. Greek
language and literature, Adelphi Coll., Brooklyn. Author: Three
Dramas of Euripides, 1889 H5; Folia Dispersa (verse); Art and
Humanity in Homer, 1896 Ml; New England Poets, 1898 Ml;
Successors of Homer, 1898 Ml; and many essays, poems and
reviews, chiefly in Atlantic, Chautauquan, Dial and Sewanee Review.
Address: Brooklyn. LAWTON, William Henry, civ. and sanitary eng'r;
b. Newport, R. I., April 14, 1853; ed. at public schools and Rogers
High School; completed special course at Mass. Inst, of Technology,
1876; engaged in practice as eng'r; for several yrs. asst. U. S. eng'r
at Providence, R. I., and Nantucket, Mass. ; 4 times elected st.
comm'r and city eng'r of Newport; m. Dec. 13, 1889, Mary Johnson
Becar. Residence: 30 Powel Av. Business Address: 24 Bellevue Av.,
Newport, R. I. LAYNG, James D., v. -p. since July 1, 1890, Cleveland,
Cincinnati, Chicago & St. Louis Railway, and since Jan. 1, 1884, 2d
v.-p. West Shore Railroad; b. Columbia, Lancaster Co., Pa., Aug. 30,
1833; grad. Western Univ. of Pa., 1849; served, rodman to asst.
eng'r of construction, 0. & Pa. R. R., 1849-51; resident eng'r
construction Steubenville & Ind. R. R., 1851-3; same, Cleveland &
Mahoning R. R., 1853-6; supt. Steubenville & Ind. R. R., 1858-65;
supt. Eastern div. Pittsburg, Ft. Wayne & Chicago R. R., 1865-71;
asst. gen.-mgr., 1871-4;
 WHO'S WHO IN AMIOUK'X r.r,7 gen. mgr., 1874-81, Pa.
Co.'s lines; gen. supt. Chicago & Northwestern Ry., 1S81 -3 ; pres.
Cleveland, Columbus, Cincinnati Charles, author; b. Phlla., Sept. 19,
1826; .v. Isaac and Prances Ann (Carey) L. ; private ed'n ILL. I).,
Univ. of Pa., Harvard and Princeton); mem. many learned socs. In
Europe and the U. S. In publishing business, 1843-80; then retired.
Author: Superstition and Force, 1866 L12; An Historical Sketch of
Sacerdotal Celibacy in the Christian Church, 1867 115; Studies In
Church History, 1869 L12; A History of the Inquisition of the Middle
Ages, 1888 HI; Chapters from the Religious History of Spain, 1890
L12; Formulary of the Papal Penitentiary in the Thirteenth Century,
1892 L12; A History of Auricular Confession and Indulgences in the
Latin Church, 1896 L12; The Moriscos of Spain: Their Conversion
and Expulsion, 1901 L12; also many articles in periodicals. Address:
2000 Walnut St., Philadelphia. LEA, John McCormick, retired lawyer;
b. Knoxville, Tenn., Dec. 25, 1818; s. Hon. Luke L., many yrs. M. C.
from Tenn.; grad. Univ. of Nashville, 1837 (A. M., 1840; also A. M.,
Bethany Coll., W. Va.); began law practice in Nashville, 1840; U. S.
att'y for dist. of Middle Tenn., 1842-4; was circuit judge; declined
apptmt. on Supreme Court bench of Tenn.; served as mem. Tenn.
Gen. Assembly; pres. Bd. Trustees Univ. of Nashville for many yrs. ;
pres. Tenn. Hist. Soc; dir. numerous charitable institutions; m.
Elizabeth B., d. Judge John Overton of the Supreme Court of Tenn.
Address: Nashville, Tenn. LEACH, Abby, prof. Greek, Vassar Coll. ; b.
Brockton, Mass., May 28, 1855; ed. in Brockton public schools and
high school until 1869; Oread Inst., Worcester, Mass.; Radcliffe Coll.,
Univ. of Leipzig (A. M., Vassar). The organization of Radcliffe Coll.
(Harvard Annex) was partly due to her taking private courses with
different professors at Harvard. Has given public addresses at
graduations, women's clubs, etc.; expres. Am. Philol. Assn. ; pres.
Collegiate Alumni Assn.; mem. Archaeol. Soc; on managing com.
Am. School at Athens, Greece. Contributions to journals, Am. Journal
Philology, etc. Residence: Brockton, Mass. College Address:
Poughkeepsie, N. Y. LEAL, John La in {A', M. D. ; b. Andes, N. Y.,
May 5, 1857; 5. John R. and Mary E. L. ; grad. Princeton, 1880 (A.
M.); Coll. Phys. & Surg., New York, 1884; engaged in practice at
Paterson, N. J. ; mem. co. and State med. socs. and Am. Med. Assn.
; visiting surgeon Paterson Gen. Hosp. ; mem. State Sanitary Assn.
and Am. Public Health Assn. ; examiner in School of Hygiene,
Rutgers Coll.; ex-health officer of Paterson; sanitary adviser East
Jersey Water Co.; m. 1S88, Amy L. Arrowsmith. Residence: 555
Broadway. Office: 29 Hamilton St., Paterson, N. J. LEALE, Charles
Angnstns, physician; b. New Y'ork, March 26, 1842; s. Capt. William
P. and Anna Maria L. ; studied science, matriculated at 18 as med.
student, private pupil Prof. Frank H. Hamilton, Bellevue Hosp. Med.
Coll.; attended med. and surgical clinics, New York; apptd. after
exam.
 668 WHO'S WHO IN AMERICA and served full term as med.
cadet U. S. A.; later acting asst. surgeon and asst. surgeon U. S. V. ;
was surgeon in charge wards for hosp. gangrene, tents for typhoid
fever, and at camp containing over 10,000 Confederate prisoners;
transferred to New York: received sp'l instruction from Dr. Austin
Flint, Sr., in diseases of heart and lungs and from Dr. Frank H.
Hamilton in gunshot wounds and surgery; received degree M. D.
Bellevue Hosp. Med. Coll. Feb., 1865; took charge ward for wounded
officers U. S. A., Gen. Hosp., Washington, 1865; was 1st surgeon to
reach Pres. Lincoln after he was shot, April 14, 1865; mustered out
Jan. 20, 1866; bvt. U. S. V.; studied Asiatic cholera in Europe, 1866;
in practice, New York, since June 1866; m. Sept. 3, 1867, Rebecca
Medwin; d. John Copcutt, New York. In charge children's class,
Northwestern Dispensary, 1866-71; physician Central Dispensary 2
yrs. ; mem. and chmn. com. of Floating Hosp.; reorganized nursery
and was pres., 1891-2, St. John's Guild; consulting physician
Bellevue Hosp., New York Instn. for Instruction of Deaf and Dumb.
Pres. Alumni 'Assn., Bellevue Hosp., 1875; Med. and Surg. Soc, 1872,
New York Med. Assn., 1885, 1886; New York Soc. for Relief of
Widows and Orphans of Med. Men. Fellow N. Y. State Med. Assn. ;
mem. New York Path. Soc, New York Neurol. Soc, New York Acad.
Medicine; N. Y. Soc. Med. Jurisprudence and State Medicine;
Physicians' Mutual Aid Assn., Metropolitan Museum of Art; Am.
Museum Natural History, G. A. R. Companion 1st class Mil. Order
Loyal Legion. Has published numerous essays on med., surg., and
scientific subjects. Address: C04 Madison St., New York. LEALE,
Medwin, M. D. ; b. New York, 1873; .?. Dr. Charles A. L. ; prepared
Berkeley School, New York; grad. Columbia; Coll. Phys. & Surg.,
1896; interne Roosevelt Hosp. ; physician Floating Hosp. of St.
John's Guild; 1st It. and asst. surgeon squad A, N. G. N. Y., 1897;
promoted capt. surgeon squadron A, N. G. N. Y., June, 1899; served
at Camp Black, Camp Alger, Newport News and in Puerto Rico;
hosps. abroad from Jan. -Sept., 1900; asst. attending physician, O.
P. D., Roosevelt Hosp., New York. Residence: 2 W. 88th St. Office:
604 Madison Av., New York. LEARNED, Marion Dexter, prof. German,
Univ. of Pa., since 1895; b. nr. Dover, " Del., July 10, 1857; 5. Hervey
Dexter and Mary Elizabeth (Griffith) L.; grad. Dickinson Coll., 1880;
m. June 26, 1890, New Cumberland, Pa., Annie Mosser. Prof,
languages Williamsport Dickinson Sem., 1880-4; entered Johns
Hopkins, 1884; studied in Germany, 1885; instr. German, Johns
Hopkins, 1886; Ph. D., 1887; asso. and asso. prof. German, same,
1887-95. Mem. Modern Language Assn. of America (treas., 1893-5);
mem. Am. Philos. Soc. ; Pa. Hist. Soc. ; German Hist. Soc. of Md. ;
German Soc. of Pa.; chosen to deliver German address at Kaiser
Wilhelm celebration, Baltimore, and English address, Bismarck
memorial, New York, 1898; pres. Deutsch-Amerikanischer
Lehrerbund, 18991901. Editor Americana Germanica (quarterly)
since 1897 Ml. Author: The Pennsylvania German Dialect, Jl, 01; The
Saga of Walther of Aquitaine, Jl. Wrote: GermanAmerican Turner
Lyric, Rep. Soc. Hist, of Germans in Md. ; Pastorius Beehive;
Swenkfelder School Documents; Freiligrath in America; Americana-
Germanica, Lll; German as a Culture Element in American Education;
Erzishungs-blatter; Bismarck's Service to German Culture, 1898;
Leiter der Abteilung fur hoheres Schulwesen, Padagogische
Monatshefte. Residence: 234 S. 38th St., Philadelphia. LEARNED,
Walter, banker, author; b. New London, Conn., June 22, 1847; .s.
Joshua and Jane E. L.; common school ed'n; engaged in banking; m.
June 1, 1871, Alice F. Beckwith. Mem. Reform, Grolier, Authors and
Nat. Art clubs, New York. Author: Between Times (verse), 1889 S8;
contributions to mags. Translator: Coppee's Ten Tales, 1892;
Coppee's The Rivals, 1894, Harper's Mag. Editor: Treasury of
Favorite Poems, 1891 S8; Treasury of Favorite American Poems,
1897 S8. Address: New London, Conn. LEARNED, William Law, jurist;
b. New London, Conn., July 24, 1821; 5. Ebenezer and Lydia (Coit)
L. ; grad. Yale, 1841 (LL. D., 1878) ; admitted to bar, Rochester, N.
Y., 1844; settled in Albany; justice Supreme Court N. Y., 1870-91;
presiding justice same court, 1875-91; retired by reason of age, Dec.
31, 1891; m., 1st, Phebe R. Marvin, May 29, 1855; 2d, Katharine De
Witt, Jan. 15, 1868. Author: Learned Genealogy. Edited: Madam
Knight's Journal, M13; Earle's Microcosmography, M13. Address:
Albany, N. Y. LEARY, Richard Phillips, capt. U. S. N. ; b. Baltimore;
grad. Naval Acad., 1860; promoted ensign, Oct., 1863; master, May,
1866; It., Feb., 1867; lt.-comdr., March, 1868; comdr., June, 1882;
capt., April, 1897. Attached to blockading squadrons off Charleston,
S. C, 1863-5; later on various duties and stas. ; comd. Adams,
Pacific sta., 1888-9; senior officer at Samoa during the revolution of
1888, when Tamasese gov't was overthrown; was voted a gold
medal by the Md. legislature for courageous services to gov't at that
time; comd. cruiser San Francisco, 1897-8; convoyed the New
Orleans, bought from Brazil; was stationed at Boston NavyYard after
Spanish- Am. war; apptd. capt., Jan., 1899, and was for short time
naval gov. Guam. Address: Navy Dept., Washington. LEASE, Mary
Elizabeth (Mrs.), lecturer, writer; b. Ridgway, Elk Co., Pa., Sept. 11,
1853; d. Hon. Joseph P. and Mary Elizabeth (Murray) Clyens; grad.
St. Elizabeth's Acad., Allegheny, N. Y.; removed to Kan.; admitted to
Kan. bar, 1885; made first political speech before a Union Labor
conv., 1888; made 161 speeches in Alliance campaign, 1890,
resulting in retirement of Senator John J. Ingalls; apptd. pres. State
Bd. of Charities, Kan., being 1st woman to hold such a position in U.
S. ; had a large following for U. S. senator, 1893; was a v. -p.
Daughters of Isabella at World's Columbian Exp'n and was orator on
Kansas Day; represented Kan. at Nat. Conf. of Charities and
Corrections and was also nat. v. -p. World's Peace Congress,
Chicago, 1893.
 WHO'S WHO IN AMERICA 669 Author: The Problem of
Civilization Solved; has also written much tor mags. Is a lecturer on
literary, political and economic subjeets. Address: 80 10. 12lsl St.,
New York. LEAVENWORTH, Francis P., prof, astronomy, Univ. of
.Minn., since L892; b. Mt. Vernon, Ind., Sept. 3, 1858; s. Seth M. and
Sarah N. L. ; grad. Mt. Vernon. Ind., high school, 1875; Univ. of Ind.,
1880 (A. M.); tn. Louisville, Ky., 1883, Jennie Campbell. Entered
Cincinnati Observatory, 1880; asst. MeCormick Observatory (Univ. of
Ya . i, 1882; dir. Haverford Coll. Observatory, 1887. Author: Double
Star Observations, L888, Proc. Haverford Coll. Observatory, 1891;
Parallax, LI 119G, 1892. Wrote: List of New Nebula? (250), Astron.
Jour., Nos. 146, 152; Measures of Double Stars, same, No. 407,
1897; Photographic Measures of Ring Nebulas in Lyra and
Neighboring Faint Stars, Monthly Notices, 1900; etc. Address: 1628
4th St. S. E., Minneapolis, Minn. LEAVITT, Julius Adelbert. pres.
Ewing Coll. since 1890; b. Gouverncur, N. Y., March 4, 1852; grad.
Brown Univ., 1875 (D. D., 189G, La Grange Coll., Mo.); studied
theology at Newton, Mass. ; ordained to Bapt. ministry, June 24,
1876. Pastorates in Grafton, Vt. ; Essex, Vt. ; Beloit, Kan.;
Leavenworth, Kan. State supt. Sundayschool Work for Baptists of
111., 1884-90; conducted Saylor Springs Bapt. Assembly, 1887-91;
asso. editor Bapt. News since 1896; tn., 1st, May 30, 1876, Isabelle
I. Brown, Providence, R. I.; 2d, Dec. 29, 1881, Lillie H. Lemen.
Address: Ewing, Franklin Co., 111. LED] :n Kit. Charles, cartoonist;
b. Lowell, Mass., 1856; .?. J. Lederer; self-ed.; unmarried. Cartoonist
and illustrator since 1875 for Frank Leslie's, Harper's, New York
World, New Y'ork Herald, Chicago Herald and Times-Herald, Record,
Chronicle; Democrat. Residence: 514 E. North Av. Office: The
Chronicle, Chicago. LEDERER, George W., theatrical mgr. ; b.
Wilkesbarre, Pa., 1861; 1st theatrical venture with Sydney Rosenfeld
in exploiting the latter's play of Florinel, 1878; several seasons with
various attractions on the road; organized in Europe the Herrmann
Trans-Atlantique Co., which appeared in leading theatres of U. S..;
mgr. of New York Casino and of Lillian Russell since 1893; also mng.
dir. New York Theatre, Prince of Wales Theatre, London, and
interested in Shaftesbury Theatre, London; has gained distinction by
originating a popular style of lyric farce and fantasy, such as The
Belle of New Y'ork. London Office: Avenue Mansions, 16,
Shaftesbury Av. W. American Address: The Casino, Broadway and
39th St., New York. LEDOUX, Albert Reiil, mining eng'r and
metallurgist; b. Newport, Ky., Nov. 2, 1852; i. Rev. Louis P. and
Katharine C. (Reid) L. ; ed. Columbia School of Mines, 1870-:;; Berlin
Univ., Germany, 1873-5; grad. Univ. of Gottingen, A. M., Ph. D., 1875
(M. S., Univ. of N. C, 1880). State chemist and mem. State bd. of
health, N. C, 1876-80; since 1880 in practice as consulting eng'r,
metallurgist, assaycr and chemist, ami experl in i tii-iii. and eng'ring
cases; fur 2 yrs. expert N. Y. Electrical Subway Comm'n; receiver
Harney Peak Tin Mining Co Address: 99 John St., New York. i,io IX c,
William Galea, ex-U. S. comin'r of agr. ; b. Wilkesville, O., Marcb 29,
L823; .v Henry Savary Le D. ; grad. Kenyon Coll., 1818; admitted to
bar, 1M9; settled in St. Paul, Minn.; later removed to Hastings, Minn.,
and engaged extensively In farming Served as capt. to bvt. brig. -
gen. U. S. vol in Civil war; U. S. comm'r agr., 1877-81; organized
what now are the Bureau of Animal Industry and the Div. of Forestry.
Now a farmer in Minn., and has other interests. Address: Hastings,
Minn. LEDW1TH, W'illinm Laurence, pastor Tioga Presby'n Ch., Phila.
; b. Brownsville, Pa., March 14, 1850; grad. Princeton, 1874 (A. M.,
1877; D. D., 1895); s. William M. and Jean (Bryce) L. ; grad.
Princeton Theol. Sem., 1877; m. Oct., 1886, Sarah W. Cooper, Phila.
Three pastorates: Bellevue Church, Lancaster Co., Pa., 6 yrs. ; South
Church, Phila., 9 yrs.; Tioga Ch., Phila., since 1892. Mem. Presby'n
Bd. Publication; twice moderator Presbytery of Phila. ; librarian
Presby'n Hist. Soc. ; 3 times Comm'r-Gen. Assembly Presby'n Ch.
Contributes to religious jours. Residence: 1531 Tioga St.,
Philadelphia. LED YARD, Erwin, editor; b. Nashville, Tenn. ; ed. Acad,
of Pinney & Saunders, Mobile; unmarried. Served in Civil war in 3d
Ala. regt., C. S. A.; shot in arm and leg at Malvern Hill; in cotton
business after war, at Mobile. Began editorial life, 1877, as editor
Mobile News; associate editor Mobile Register, 1879-91; associate
editor New Orleans Delta, 1893; now editor Mobile Herald; served 2
terms in State legislature; Democrat. Author (with T. C. De Leon) :
John Holden, Unionist, 1893. Has written numerous short stories for
newspapers; also war articles for Phila. Times. Address: 200 St.
Joseph St., Mobile, Ala. LEDYARD, Henry Broekholst, pres. of Mich.
Central R. R. since 1883; b. Paris, France, Feb. 20, 1844, of Am.
parents, his father being sec. U. S. legation; grad. West Point, 1865;
tn. Oct. 15, 1867, Mary R. L'Hommedieu (died, March 30, 1895).
Served as 1st It. in 4th U. S. art'y, 1865-70; resigned to join eng'ring
force Northern Pacific R. R. ; afterward clerk and later asst. supt.
and supt. Eastern div., Chicago, Burlington & Quincy R. R. Since
1874 with Mich. Central; asst. gen. supt. and chief eng'r, 1874-5;
gen. supt., 1875-7; gen. mgr., 1877-83; since then pres. Address:
579 Jefferson Av., Detroit. LEE, Albert, author, managing editor
Harpcr's Weekly since 1899; b. New Orleans, May 11, 1868; 5. Gen.
Albert L. L. ; grad. Y'ale, 1891; editor Y'ale Literary Magazine, 1890-
1; on editorial staff New Y'ork Sun, 1891-4; editor Harper's Round
Table, 1895-9; Y'ale biographical editor of Universities and Their
Sons, 1900; m. May 22, 1895, Blanche Coit. Author: Tommy Toddles,
1896 HI; Track Athletics in Detail, 1897 HI; The Knave of Hearts,
1S97 R7; Four for a For 
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