Writing
about the figure drawing class at the Elderhostel program brings to
mind the retirement hobby of drawing, watercoloring, oil painting
that developed after we came to Ashland. I had for a long time drawn
cartoon-like drawings for greeting cards and the like and this was a
continuation of a liking to draw that stretched back to childhood.
When I
was working at Shell I remember drawing such cartoons for various
anniversaries etc. for colleagues and on one occasion I drew a series
of more finished drawings for the department head at the time (Tom
Baron) which he proposed to use for some talk he was scheduled to
give. As it turned out he decided not to use them and I think they
were returned to me — I think I have them filed away somewhere. I
think I shall digress a bit at this point; thinking again about Tom
Baron brings to my mind thoughts about some of the more picturesque
individuals I encountered at Shell and I shall write a bit about
them.
I first
encountered Tom Baron
when I was working in San Francisco after being transferred up from
the LA area. One of the executive personnel at San Francisco, B.M.
Beins (an import from Holland) had I think met him probably on a
recruiting trip. At that time Baron was teaching at the University of
Illinois and Beins arranged for him to give a seminar on fluid flow
for selected members of the engineering staff; I was one of the
participants though I really feel that I was rather out of my depth.
Eventually
he came to work for Shell, I think after the move to Emeryville. I
think he was initially a member of the chemical engineering
department, though he may have had training assignments elsewhere. He
rose in Shell rather slowly at first, proceeding to become department
head of chemical engineering and then more rapidly to be president of
Shell Development which he was for the last part of his career. He
held the post for I suppose 15–20 years and was the guiding light
in moving Shell Development from Emeryville to Houston. Associated
with the move was the consolidation of all of Shell Oil’s research
in Houston.
Although
the move was perhaps decided by such matters as efficiency of
research companywide and the increasing problems (environmental and
spacewise) of the operation at Emeryville, it was also influenced by
Baron’s antipathy to the professional bargaining agent at
Emeryville, the Association of Industrial Scientists. This labor
union, for that is what it was (being the certified group by the
NLRB) had its origin at a period before I arrived at Emeryville and
was the answer by a majority of the professional staff to an
organizing effort by I think the Oil Workers Union which was favored
by some of the staff.
In a way
it was a toothless organization but it did have legal standing and
was a thorn in the side of the Emeryville management and of Baron in
particular. The situation leading to the organizing effort by the Oil
Workers Union was I believe one of the periodic purges that the
company underwent when business conditions led to a re-evaluation and
assessment of the company’s research program. I say purges because
involved was usually a reduction in staff, a weeding out of less
productive and capable personnel. Several of these “purges” took
place during the time I worked at Emeryville. In a way it was similar
to the white collar retrenchment being in effect at General Motors,
IBM and other companies in the current (1991–92) business climate,
though on a smaller scale.
It has
always seemed to me that oil company management was usually in better
control and more perceptive of current and future business conditions
than in other parts of the business environment. I attribute this to
the tendency for top management in oil companies to be dominated by
persons of engineering or marketing background. Financial and legal
personnel were always used but they were generally staff positions,
note “line” officers. Thus retrenchments occurred [more often]
and on a smaller scale.
Because
Baron was closely involved with the chemical engineering department
for quite some time, those individuals in the department got to know
him quite well. He was indeed an unusual and exceedingly capable
individual. He was born in Hungary and in his speech he retained some
of the characteristics of his native tongue — not in accent of
pronunciation so much as how the sounds were produced in his throat
and mouth. I always had the impression that his words were
proceedings from somewhere deep within him.
This
does not mean he was hard to understand (like some of the teachers
Palma encountered at Stanford who were immigrants to whom English was
still a foreign and unfamiliar language). On the contrary there was
no difficulty in understanding what he was saying and indeed he was
an effective speaker, as to presentation and organization of what he
had to say.
He came
to the U.S. as the consequence of the German occupation of Hungary
and I guess the loss of position and property for his family that
ensued. I had the impression, from his remarks, that his family was
some kind of low-level royalty — perhaps that was the reason for
his surname. I suppose his name had been anglicized or changed, I
really don’t know.
When he
arrived in this country he had the equivalent I suppose of a high
school education but he knew no English at all. His family decided
that he should enroll in engineering in college, since their opinion
was that he did not have the intelligence for “science.” My
opinion of their opinion is that they could not have been more wrong.
Baron would have succeeded at the highest level of attainment in any
field of work.
Anyway
when he started attending classes he was at a total loss because he
couldn’t understand anything that was being said. So for the
initial six weeks or two months of the first term he did nothing
except study English, at which time he apparently had a more than
adequate command of the language. Meanwhile he was an absolute
failure in his studies. At this point there was a step change
in his scholastic performance from the lowest level to the best —
which resulted in astonishment on the part of his faculty teachers
until they were apprised of what had transpired. I believe he served
in the military during WWII, but after the war he got his doctorate
in engineering at the University of Illinois. He married the daughter
of one of his professors; they had two children, daughters.
He
wasn’t above commandeering the services of Jess Sutfin (a
technician, or I believe he achieved the status of junior engineer)
to aid him in controlling the situation (during working hours). Once,
after he was department he engaged me in a curious conversation about
the desirability of me as to my future at Shell by spending more
time, effort and attention on matters related to work both in matters
technical as well as supervisory. He wasn’t too explicit and I
don’t think his remarks really penetrated my thinking at the time,
and it is only in retrospect that I’ve decided what message he was
trying to convey.
In a way
it was another instance in my working career where I wasn’t very
discerning of the possibilities of advancement, and would perhaps
have profited by a more overt exploration of the opportunities
available. I say perhaps because my non-assertive personality might
have not resulted in any more strenuous effort or more active
interest on my part. And perhaps these characteristics on my part
insulated me from the hints by management individuals by preventing
my wanting to sense the import of what was being said. The encounter
occurred as we were at the entrance to one of the restrooms on the
third floor in the Q(?) building and I can still picture the scene.
A second
personal contact between the two of us was when we chanced to pass on
the overhead walkway between the Q and M buildings, over Horton or
Hollis street. He stopped me and complimented me on the suit I was
wearing. In a way I was flabbergasted. I had bought two suits at
Penney’s, both of the same single-breasted type, and though the
fabric was of attractive design in both, they were scarcely of
exceptional design as to style. One suit was light gray, the other
dark gray with spots of red in the weave to bring color to the
fabric. Why he would have made his comments still seems a mystery to
me.
As I
mentioned Baron became department head in chemical engineering and
rose rapidly thereafter so that he had become president of Shell
Development by the early 1970s or late 1960s. He had one
characteristic, both during his days in the chemical engineering
department and later on, that was quite different from any other of
the Shell management personnel. This was his practice of ignoring the
chain of command and [roving?] down to all levels of activity,
observing what was going on and talking to the personnel at all
levels.
He
tended to favor the chemical engineering lab and facilities but I
think his sphere of “inspection” widened as his area of
responsibility increased. When he visited the chemical engineering
labs one of his favorite persons to indulge in conversation with was
Tom Hogan. I knew Tom Hogan very well; he was working on the tray
test column (the air/water fractionation column simulator at
Emeryville) when I became associated with the project during its
early days. There was a period of perhaps up to 10 years when there
was an active program on the column and we both worked with the
column during this time so we got to know each other well.
Tom H is
the one non-professional person from the lab that I still keep up
with at Christmas card time — although our paths diverged when I
went into licensing and processing engineering in the mid 1960s, and
even more so when the move to Houston was made. There Tom H ended up,
still in the chemical engineering department at Westhollow
and I worked at the International Trade Center.
Anyway
the two Toms, H[ogan] and B[aron], developed this conversational
gambit that persisted to Westhollow days. I recall seeing Tom H. at
one of the Shell Christmas parties in Berkeley (at the Marina) and
his telling me of Tom B coming down to the lab at Westhollow and
chewing the fat with him. The newer personnel there were astounded
that the president of the company would visit the lab for a
conversation with a lowly lab assistant.
During
the time we were in Houston, and I think maybe on one of the two
trips we made through Houston after my retirement, I visited
Westhollow a couple of times. But I don’t recall much about the
place. After we left Emeryville I don’t think I ever again saw Tom
Baron. There would be occasional reports of his activities — such
as his painting a self-portrait which graced the entry hall to
Westhollow (I guess with pictures of other presidents). It seems that
he investigated the cost of a portrait by an established artist and
decided he could do it himself at a more reasonable cost.
I guess
he retired at age 60, a requirement for Shell executive personnel at
the time — since he was about my age that would have been about
1980. He consulted for awhile but he died rather suddenly shortly
after he retired. Some strange malady as I seem to recall.