loss was closer to $50 million. O f course, nobody wishes to be associated with such a catastrophe and, predictably enough, a circle of blame developed. The research and develop­ ment people who had made the static subprocess work on an experimental scale said that there was no good reason why the process should not function and that the fault lay with the practical implementation of their ideas. The engineering people in turn castigated R & D for obviously ill-conceived research.

Robert Jackall, Moral mazes: The world of corporate managers, Oxford, 1988, p. 112