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Administrative Communication 11th

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Connect ® + BAC = Effective Communicators
Business and Administrative Communication (BAC) is flexible, specific,
interesting, comprehensive, and up-to-date. BAC uses a rhetorical emphasis of
audience purpose, and context allowing communicators to shape their messages
appropriately for all channels and purposes.
BAC conveys the best possible advice to students while Connect® Business Com-
munication allows students to apply concepts and practice skills.

McGraw-Hill Connect Business Communication

Connect is an all-digital teaching and learning environment designed from the
ground up to work with the way instructors and students think, teach, and learn. As
a digital teaching, assignment, and assessment platform, Connect strengthens the
link among faculty, students, and coursework, helping everyone accomplish more in
less time.

LearnSmart Achieve: Excel in Your Writing LearnSmart Achieve is a revolution-

ary new learning system that combines a continually adaptive learning experience
with important, rich, dynamic learning resources to help students learn the material,
retain more knowledge and get better grades. Some student results can be found on
the front inside cover of this text.

As a student progresses through LearnSmart Achieve, the program’s continuously

adaptive learning path adjusts to deliver just-in-time resources—instructional videos,
simulations—catered to each student’s needs. This model is designed to accelerate
learning and strengthen memory recall.
LearnSmart Achieve for Business Communication develops or improves editing
skills and empowers students to put responsible writing into practice. With interactive
documentation tools, it helps students master the foundations of writing. Developed

vii
 based on ethnographic qualitative and quantitative research, it addresses the needs
of today’s classrooms, both online and traditional.

Presentation Skills: Skill Practice Inside and Outside the Classroom Connect’s
presentation capture tool gives instructors the ability to evaluate presentations and stu-
dents the freedom to practice their presentations anytime, and anywhere. With its fully
customizable rubric, instructors can measure students’ uploaded presentations against
course outcome and give students specific feedback on where improvement is needed.

Interactive Applications: A Higher Level of Learning Interactive Applications for

each chapter allow students to practice real business situations, stimulate critical think-
ing, and reinforce key concepts. Students receive immediate feedback and can track
their progress in their own report. Detailed results let instructors see at a glance how
each student performs and easily track the progress of every student in their course.

viii
Connect Plus Business Communication Connect Plus Business Communication gives
students access to an integrated e-book, allowing for anytime, anywhere access to the
textbook. With each homework problem directly mapped to the topic in the book, the
student is only one click away from the textbook. The e-book also includes a powerful
search function that allows students to quickly scan the entire book for relevant topics.

Efficient Administrative Capabilities Connect offers you, the instructor, auto-

gradable material in an effort to facilitate teaching and learning.

Student Progress Tracking Connect keeps

instructors informed about how each student, Connect and LearnSmart allow
section, and class is performing, allowing for me to present course material
more productive use of lecture and office to students in more ways than
hours. The progress tracking function enables just the explanations they hear
instructors to: from me directly. Because of
this, students are processing the
■ View scored work immediately and track
material in new ways, requiring
individual or group performance with
them to think. I now have more
assignment and grade reports.
students asking questions in
■ Access an instant view of student or
class because the more we
class performance relative to learning
think, the more we question.
objectives.
■ Collect data and generate reports
Sharon Feaster, Instructor at
required by many accreditation
Hinds Community College
organizations, such as AACSB.

ix
 What’s New?
Many changes make the 11th edition even better. You will find new exam-
ples throughout the book. As you might expect, one of the biggest changes
is even more emphasis on electronic communication and tools. In addition
to an expanded Chapter 9, “Sharing Informative and Positive Messages with
Appropriate Technology,” almost every chapter now has its own technology
section. You will also notice more learning objectives and chapter summaries
organized around learning objectives. New end-of-chapter exercises include
shorter cases to complement the extended case on the BAC website.
The 11th edition includes new communication advice from business
figures such as Warren Buffett, Nate Silver, and Colin Powell; as well as new
examples of communication practices from major businesses such as Amazon,
Boeing, Campbell, Dairy Queen, IBM, J.C. Penney, Microsoft, Toyota, Yahoo,
and Zappos.
New web resources, as well as coverage of new topics, such as why posi-
tive psychology is important for business, why trust is important for good
communication, how our body language influences our own behavior, what
communication skills big data demands, how to create infographics, and why
etiquette is important are discussed.
Chapters offer new material from major business books, such as
■ Dan Ariely, Predictably Irrational: The Hidden Forces that Shape Our Decisions.
■ Marc Benioff and Karen Southwick, Compassionate Capitalism: How
Corporations Can Make Doing Good an Integral Part of Doing Well.
■ Jonah Berger, Contagious: Why Things Catch On.
■ Clayton M. Christensen, James Allworth, and Karen Dillon, How Will
You Measure Your Life?
■ Frances Frei and Anne Morriss, Uncommon Service: How to Win by Putting
Customers at the Core of Your Business.
■ Daniel Kahneman, Thinking, Fast and Slow.
■ Carol Loomis, ed. Tap Dancing to Work: Warren Buffett on Practically
Everything, 1966-2012: A Fortune Magazine Book.
■ Daniel H. Pink, To Sell Is Human: The Surprising Truth about Moving
Others.
■ Colin Powell with Tony Koltz, It Worked for Me: In Life and Leadership.
■ Nate Silver, The Signal and the Noise: Why So Many Predictions Fail—But
Some Don’t.
Chapters also offer new information from leading business sources such as
■ Bloomberg Businessweek
■ CNNMoney
■ Fast Company
■ Forbes
■ Fortune
■ Harvard Business Review
■ Inc.
■ Wall Street Journal
x
 Updates also come from leading metropolitan newspapers, including the
Los Angeles Times, New York Times, and Washington Post, as well as too many
websites to mention.
Every chapter has been revised to keep it up-to-date for instructors and
interesting for students. Listed below are new or updated content and features.

Chapter 1: Succeeding in Business Communication

■ Opens with the nearly $50 billion cost of miscommunication for Bank of
America.
■ Updates figures for USPS mail and electronic communication quantities.
■ Places section on “Benefits of Good Communication Skills” first.
■ Reinforces good communication as a quality that makes organizations
desirable places to work.
■ Includes new information on how good communication skills benefit
individuals.
■ Provides new examples of billion-dollar costs for poor communication.
■ Updates list of executives who have lost their positions because of e-mail.
■ Updates section on electronic communication.
■ Provides sidebars on importance of good writing and reading skills
at Amazon, Warren Buffett’s advice on good business writing, and
problem-solving advice from Nate Silver’s The Signal and the Noise.

Chapter 2: Adapting Your Message to Your Audience

■ Opens with the outreach to male audiences for formerly female-oriented
products.
■ Increases information on electronic channels and their different advantages.
■ Summarizes Pew research on channel shifts and age and gender prefer-
ences for channels.
■ Provides examples on topics such as creative uses of channels and the
efficacy of audience benefits.
■ Discusses customers not willing to pay for benefits they need.
■ Presents sidebars on audiences for General Colin Powell, audience sub-
groups for Americans without health insurance, Wikipedia channel
mending, customer texting, business cards as a channel, and a younger
audience for Campbell soups.

Chapter 3: Building Goodwill

■ Includes new sections on “Positive Psychology,” what it is, how it uses you-
attitude and goodwill, why business should care about it, and how compa-
nies can use it; “Trust,” how it relates to the skills described in this chapter
and why it is important for job success; and “Using Technology to Build
Goodwill,” how companies are successfully using electronic channels.
■ Opens with department store Macy’s efforts to offer merchandise
appealing to specific minorities.
■ Shows Microsoft using you-attitude in its relations with Chinese officials.
xi
 ■ Emphasizes the importance of you-attitude as a job skill that computers
will not replace.
■ Updates information on the makeup of the U.S. population showing the
growing diversity of the workplace and the need to communicate with
appropriate, unbiased language.
■ Provides sidebars on airline goodwill, Progressive insurance goodwill,
the positive/negative ratio for success in business, workplace thanks,
inaccurate positive spin from movie studios, the perils of offensive
advertising, and web accessibility.

Chapter 4: Navigating the Business Communication

Environment
■ Includes new sections on etiquette and big data.
■ Opens with a description of grocery stores using nonverbal communi-
cation to create a sales environment.
■ Provides additional information on and examples of ethics initiatives
and the huge costs of ethics lapses.
■ Presents additional criteria for ethical choices and action.
■ Gives new web resources on ethics.
■ Updates information on outsourcing, globalization, and corporate culture.
■ Explains ways our body language influences our own behavior.
■ Includes new material on networking, data security problems, elec-
tronic media invasions of privacy, and the innovation process. Also
presents new material on big data: what it is, why it is important, how
it is being used, and communication skills it demands.
■ Provides new examples of firms working to keep a more positive work/
family balance and to reduce their environmental impact.
■ Explains the debate over telecommuting sparked by Yahoo’s new CEO.
■ Presents sidebars on communication ethics, job perks as part of corporate cul-
ture, exercise workstations, the role of serendipity in interpersonal commu-
nications, the hacking of the Sony networks, and data mining competitions.

Chapter 5: Planning, Composing, and Revising

■ Opens with a $1.2 billion two-word phrase.
■ Provides writing advice from professional writers Donald Murray and
Anne Lamott.
■ Elaborates on creating a rough draft.
■ Presents style illustrations from Warren Buffett’s 2012 letter to stockholders.
■ Provides new examples of diction choices with profound implications.
■ Includes information on technology that helps in giving and receiving
feedback.
■ Presents sidebars on forecasting vs. predicting earthquakes, bribery
definitions, words for selling homes, the Internet’s influence on concise-
ness, and proofreading errors.

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Chapter 6: Designing Documents
■ Includes new sections on using various software programs to create
designs and on creating infographics.
■ Opens with a description of how Morningstar, an investment firm, uses
document design to communicate complicated ideas to customers.
■ Presents new information on white space plus social media and
conventions.
■ Provides new examples, including before and after examples of Delta
boarding passes, as well as an infographic example.
■ Presents sidebars on useful design principles, the power of color, info-
graphic resources, image/photo resources, and usability.gov.

Chapter 7: Communicating across Cultures

■ Includes a new section on outsourcing as a major aspect of global business.
■ Opens with an explanation of how the success of Dairy Queen in China
came from its adaptations to local culture.
■ Updates information on global business, local culture adaptations, and
diversity in North America.
■ Presents information on customs for business meetings in Brazil, China,
Germany, India, Japan, Russia, and Saudi Arabia.
■ Also includes new information on food at global business meetings,
body language in different countries, writing to international audiences,
and oral communication, including a new section on handling negatives.
■ Presents sidebars on marketing for Hispanic audiences, nonverbal com-
munication tips for China, the difficulty of translating brand names into
other languages, and IBM’s expansion in Africa.

Chapter 8: Working and Writing in Teams

■ Provides a new section on technology for teams.
■ Opens with the importance of teamwork for animators.
■ Includes new information on leadership, brainstorming techniques, and
conflict resolution, as well as the importance of team skills for hiring and job
success. Also adds new material on technology for teams, including sections
on technologies for meetings, scheduling and assignments, and collaboration.
■ Presents sidebars on scorecards for teams; teamwork myths; a company
that’s all teams, no bosses; and Berkshire Hathaway’s 2013 annual meeting.

Chapter 9: Sharing Informative and Positive Messages

with Appropriate Technology
■ Includes new sections on tablet technology and on the use of story in
informative messages.
■ Opens with an article on how the Cleveland Clinic is providing better
information to patients.

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 ■ Includes new information on using communication technology, text
messages, tweets, and other social media; also, content on e-mail
etiquette and following up on e-mails.
■ Updates examples—from sources as varied as text messages, tweets,
the National Hurricane Center, banks, credit card contracts, Zappos,
and Standard and Poor.
■ Provides sidebars on teaching doctors communication skills, pilots and
air controllers texting each other, using social media at work, small
businesses preferring LinkedIn over Twitter, managing your e-mail
inbox, International Finance Corporation using storytelling to help
transfer information, and the CDC’s zombie apocalypse campaign
spreading information on disaster preparations.

Chapter 10: Delivering Negative Messages

■ Includes a new section on using technology for negative messages.
■ Opens with J.C. Penney’s media apology to try to slow its drastic decline
in revenue.
■ Provides new information on the costs of mishandling negative com-
munication, including the costs of withholding negative communica-
tion; handling negative communication from employees; dealing with
criticism; and tone in oral communications (rudeness).
■ Shows how to respond to some common oral negative situations.
■ Discusses pros and cons of various technologies for handling negative
situations.
■ Presents sidebars on bad weather warnings; restoring goodwill at Delta
Air Lines; Toyota’s media blitz to recover from its massive recall; the diffi-
culties of cross-cultural apologies; a successful apology for a product melt-
down; negative communications from lawyers negatively influencing
judges, juries, and settlements; and Progressive Insurance’s media flop:
“My Sister Paid Progressive Insurance to Defend Her Killer in Court.”

Chapter 11: Crafting Persuasive Messages

■ Includes new sections on using technology for persuasive messages
and on explaining problem solutions.
■ Opens with a persuasive letter from congressional representatives to
Washington Redskins owner Dan Snyder asking him to change the
name of his team and not use Native Americans as mascots.
■ Bolsters support for the importance of persuasion in business
communications.
■ Presents new examples for using emotional appeals and adapting
persuasion to organizational cultures.
■ Offers new information on choice architecture, constraints on evidence,
performance reviews, and pricing; as well as choosing the wrong kind
of persuasion, controlling information for sales, and explaining why the
belief in the efficacy of threats is so widespread.

xiv
 ■ Provides sidebars on a water charity, the importance of simplifying
information and navigation on the web, persuasion to lose weight, Nobel
prize winner Daniel Kahneman on how to write a believable persuasive
message, behavioral economics being used in India for safety and health
issues, Obama presidential campaign e-mail subject lines, in-store
persuasion, how to persuade people to buy your business book, distinc-
tions between charities and businesses, and fund-raising etiquette.

Chapter 12: Building Résumés

■ Includes a new section on innovation and résumés, including videos,
social media résumés, and “prezumés.”
■ Opens with a discussion of former Yahoo CEO Scott Thompson losing
his job because of résumé dishonesty and then highlights other famous
people who recently lost their jobs because of résumé dishonesty.
■ Expands information on the role of social media in the job search.
■ Updates job changing information, the steps of a job hunt, the impor-
tance of the GPA.
■ Adds information on how to organize for a job hunt, how new employ-
ees are being found, how employers are filling jobs through social
media, how to job hunt while currently employed.
■ Expands emphasis on the importance of the traditional résumé.
■ Provides sidebars on electronic tools for organizing job hunt materials,
résumé blunders, famous people who have worked at McDonald’s, the
value of “soft” skills, and overused buzzwords, as well as what employ-
ers want, how Coca-Cola hires, and how to clean up online footprints
(the Grandma Test).

Chapter 13: Writing Job Application Letters

■ Includes a new section on social networking and personal websites.
■ Opens with two very different application letters, both widely
circulated, for Wall Street jobs.
■ Includes new information on e-mail application letters and managing
social media while job hunting.
■ Updates examples.
■ Presents sidebars on career changes, phantom job ads, unconventional
tactics, bad cover letter content, and good cover letter content.

Chapter 14: Interviewing, Writing Follow-Up Messages,

and Succeeding in the Job
■ Offers new sections on meal etiquette and long-term career strategy.
■ Opens with a Twitter interview for Pizza Hut.
■ Includes new information on campus interviews.
■ Provides new tips on phone, video, and multiple interviews.
■ Presents new sidebars on jobs at Fortune’s best companies to work
for, Amazon interviews, Elena Kagan’s confirmation “interview,” and
interview bloopers.
xv
 Chapter 15: Researching Proposals and Reports
■ Includes new sections on using technology, including social media, for
research and using quotations.
■ Opens with a discussion of the United Nations report on how children
are affected by war.
■ Provides new examples of plagiarism in the news and how businesses
routinely use research and surveys.
■ Includes new information on Google searches, problems with phone
surveys, and phrasing survey questions.
■ Presents new sidebars on plagiarism among high-ranking politicians,
research with e-readers, and research on the Deepwater Horizon explo-
sion causes.

Chapter 16: Creating Visuals and Data Displays

■ Includes new sections on infographics and software programs for
creating visuals and data displays.
■ Opens with a discussion of Australian cigarette packaging.
■ Offers new information on dynamic displays, cross-cultural color asso-
ciations, accommodations for persons with color blindness, ethical
concerns with photos.
■ Provides new examples and figures.
■ Presents sidebars on ads for two audiences in one, color and NHL
penalties, a doctored photo of the Boston Marathon bombing, and
smartphones and photographs.

Chapter 17: Writing Proposals and Progress Reports

■ Includes new sections on brainstorming for proposals, proposal varie-
ties, and proposals for businesses.
■ Opens with a new banking proposal.
■ Provides new information on using technology and organizing propos-
als for businesses.
■ Presents sidebars on MBA business plan competitions, Airbus proposal
contest, business plan resources, Boeing’s Progress Report on 787
Dreamliner, and databases and librarians.

Chapter 18: Analyzing Information and Writing Reports

■ Includes new sections on data selection and appendixes.
■ Opens with Boeing’s Environmental Report.
■ Provides new information on technology aids, especially for using time
efficiently and auto-generating a table of contents.
■ Presents sidebars on spreadsheet errors; hard-to-quantify sports partici-
pation data; the Feltron, an annual report on a life; cost-of-living com-
parison patterns; charity data; and a report on U.S. health.

xvi
Chapter 19: Making Oral Presentations
■ Includes new sections on creating a Prezi and practicing presentations.
■ Opens with Steve Jobs as orator.
■ Includes new information on content choices, demonstrations, pre-
sentation openings, PowerPoint, other types of presentation software,
backchannels and Twitter, and handling questions.
■ Presents new sidebars on charisma, U.S. Army’s spaghetti slide, audi-
ence perception of voices, handling tough questions, and slide sharing
websites.

Retained Features
BAC Is Flexible
Choose the chapters and exercises that best fit your needs. Choose from in-
class exercises, messages to revise, problems with hints, and cases presented
as they’d arise in the workplace. Many problems offer several options: small
group discussions, individual writing, group writing, or oral presentations.

BAC Is Specific
BAC provides specific strategies, specific guidelines, and specific examples,
including annotated examples and paired good and bad examples. BAC takes
the mystery out of creating effective messages.

BAC Is Interesting
Anecdotes from a variety of fields show business communication at work. The
lively side columns from a host of sources provide insights into the workplace.

BAC Is Comprehensive
BAC includes international communication, communicating across cultures in
this country, ethics, collaborative writing, organizational cultures, visuals and
data displays, and technology as well as traditional concerns such as style and
organization. Assignments offer practice dealing with international audiences
or coping with ethical dilemmas. Analyses of sample problems prepare stu-
dents to succeed in assignments.

BAC Is Up-to-Date
The 11th edition of BAC incorporates the latest research and practice so that
you stay on the cutting edge.

xvii
 Chapter Pedagogy
Chapter Outline and Learning Objectives
Each chapter begins with a chapter outline and learning objectives to guide students as
they study. The chapter summary is organized by learning objectives and followed by
learning objective review questions.

Learning
Objectives
Planning, Composing, After studying this chapter, you will know

LO 5-1 Activities involved in the composing process, and how to use these

and Revising LO 5-2

activities to your advantage.

Guidelines for effective word choice, sentence construction, and

paragraph organization.

LO 5-3 Techniques to revise, edit, and proofread your communications.

Chapter Outline
Exercises and Cases *Go to www.mhhe.com/locker11e for
additional Exercises and Cases.

The Ways Good Writers Write ■ Half-Truth 7: “Big Words Impress People.” 5.1 Reviewing the Chapter
■ Half-Truth 8: “Business Writing Does Not
Activities in the Composing Process
Document Sources.” 1. What are some techniques of good writers? Which 6. What are some ways you can make your paragraphs
Using Your Time Effectively
Ten Ways to Make Your Writing Easier to Read ones do you use regularly? (LO 5-1–3) more effective? (LO 5-2)
Brainstorming, Planning, and Organizing Business ■ As You Choose Words 2. What are ways to get ideas for a specific communi- 7. How can you adapt good style to organization pref-
Documents ■ As You Write and Revise Sentences cation? (LO 5-1) erences? (LO 5-2)
■ As You Write and Revise Paragraphs
Writing Good Business and Administrative 3. What activities are part of the composing process? 8. How do revising, editing, and proofreading differ?
Documents Organizational Preferences for Style Which one should you be doing more often or more Which one do you personally need to do more care-
■ Business Styles
Revising, Editing, and Proofreading carefully in your writing? (LO 5-1) fully? (LO 5-3)
■ The Plain Language Movement
■ What to Look for When You Revise
■ Individualized Styles 4. What are some half-truths about style? (LO 5-2) 9. How can you get better feedback on your writing?
■ What to Look for When You Edit
Half-Truths about Business Writing
5. What are some ways you can make your sentences (LO 5-3)
■ How to Catch Typos
■ Half-Truth 1: “Write as You Talk.”
more effective? (LO 5-2)
Getting and Using Feedback
■ Half-Truth 2: “Never Use I.”
■ Half-Truth 3: “Never Use You.” Using Boilerplate
■ Half-Truth 4: “Never Begin a Sentence Readability Formulas
with And or But.”
■ Half-Truth 5: “Never End a Sentence with a
Summary by Learning Objectives
Preposition.”
■ Half-Truth 6: “Never Have a Sentence with More
than 20 Words, or a Paragraph with More than
8 Lines.”

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Business Communication in the News

Each chapter is introduced with a current news article relevant to the chapter’s
concepts. These opening articles set the stage for the chapter’s content and allow
students a glimpse at how the material applies in the business world.
loc03253_ch05_118-157.indd 120 09/10/13 11:50 PM

NEWSWORTHY COMMUNICATION
Designing for Success

loc03253_ch05_118-157.indd 150 09/10/13 11:50 PM

W
ith its detailed analysis of $50,000 for a professionally designed This focus on incorporating
pages of financial data, corporate logo. Since then, the com- excellent design as a central part
investment research is not pany has continued to focus on of the business model has paid off
usually associated with good graphic design, not just in its documents, but for Morningstar. It is now a $3.2 bil-
design. But for Morningstar, an inter- also in all of its products, websites, lion company that was included in
national investment research firm, and even the architecture and interior the Fortune “100 Best Companies
graphic design is central to its busi- design at the corporate offices. to Work For” list in 2011 and 2012.
ness. Morningstar’s clients count on Maintaining the commitment to According to Morningstar’s CEO,
the firm’s well-designed infographics high-quality design is so important Joe Mansueto, a good portion of
to “demystify and enliven investing.” that the head of the design depart- that success is a result of the com-
The dedication to design began ment at Morningstar is part of the pany’s focus on design: “I think
early at Morningstar. Soon after it company’s executive team and the cost-benefit payoff is very, very
was founded in 1984, the firm spent reports to the chairman and CEO. high.”

Source: Barbara T. Armstrong, “Good Design Is Good Business. Just Ask Morningstar,” Forbes.com, April 2, 2013, http://www.forbes.com/sites/
barbaraarmstrong/2013/04/02/good-design-is-good-business-just-ask-morningstar/.

xviii
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Wealth of Sidebar Examples
These novel and interesting examples effectively enhance student understanding of
key concepts. Featured in the margins of every chapter, these sidebars cover topic
areas that include International, Legal/Ethical, Just for Fun, Technology, Web, and
On the Job. In addition, gold stars identify “classic” sidebars.

Full-Page Sample Documents

A variety of visual examples featuring full-sized letters, e-mails, reports, and résumés
are presented in the text. These examples include the authors’ “handwritten” annota-
tions, explaining communication miscues, while offering suggestions for improvement.

588 Part 5 Proposals and Reports

Figure 18.3 An Informative Report Describing How a Company Solved a Problem

March 14, 2014

To: Donna S. Kienzler

rts use
Informal short repo
at.
From: Sara A. Ratterman letter or memo form

First Subject: Recycling at Bike Nashbar

paragraph
summarizes
main Two months ago, Bike Nashbar began recycling its corrugated cardboard boxes. The program
points. was easy to implement and actually saves the company a little money compared to our previous
garbage pickup.
Purpose
In this report, I will explain how and why Bike Nashbar’s program was initiated, how the
and scope
program works and what it costs, and why other businesses should consider similar programs.
of report.
Bold headings.
The Problem of Too Many Boxes and Not Enough Space in Bike Nashbar

Every week, Bike Nashbar receives about 40 large cardboard boxes containing bicycles and other
merchandise. As many boxes as possible would be stuffed into the trash bin behind the building,
Cause of which also had to accommodate all the other solid waste the shop produces. Boxes that didn’t fit
problem. in the trash bin ended up lying around the shop, blocking doorways, and taking up space needed
for customers' bikes. The trash bin was emptied only once a week, and by that time, even more
boxes would have arrived.
Triple space before
heading.
The Importance of Recycling Cardboard Rather than Throwing It Away
Double space after heading.
Arranging for more trash bins or more frequent pickups would have solved the immediate
problem at Bike Nashbar but would have done nothing to solve the problem created by throwing
away so much trash in the first place.
Double space between paragraphs within heading.
According to David Crogen, sales representative for Waste Management, Inc., 75% of all solid
waste in Columbus goes to landfills. The amount of trash the city collects has increased 150% in
Further the last five years. Columbus‘s landfill is almost full. In an effort to encourage people and
seriousness businesses to recycle, the cost of dumping trash in the landfill is doubling from $4.90 a cubic yard
of prob lem.
to $9.90 a cubic yard next week. Next January, the price will increase again, to $12.95 a cubic
yard. Crogen believes that the amount of trash can be reduced by cooperation between the
landfill and the power plant and by recycling.
r of
Capitalize first lette
ding.
How Bike Nashbar Started Recycling Cardboard major words in hea

Waste Management, Inc., is the country’s largest waste processor. After reading an article about
how committed Waste Management, Inc., is to waste reduction and recycling, I decided to see
Solution. whether Waste Management could recycle our boxes. Corrugated cardboard (which is what Bike
Nashbar’s boxes are made of) is almost 100% recyclable, so we seemed to be a good candidate for
recycling.

xix
 Good and Bad Examples
Paired effective and ineffective communication examples are presented so students
can pinpoint better ways to phrase messages to help improve their communication
skills. Commentaries in red and blue inks indicate poor or good methods of mes-
sage communication and allow for easy comparison.

3. Don’t talk about feelings, except to congratulate or offer sympathy.

In most business situations, your feelings are irrelevant and should be
omitted.
Lacks you-attitude: We are happy to extend you a credit line of $15,000.
You-attitude: You can now charge up to $15,000 on your American Express card.
It is appropriate to talk about your own emotions in a message of congratu-
lations or condolence.
You-attitude: Congratulations on your promotion to district manager! I was really
pleased to read about it.

Don’t talk about your audience’s feelings, either. It’s distancing to have
others tell us how we feel—especially if they are wrong.
Lacks you-attitude: You’ll be happy to hear that Open Grip Walkway Channels meet
OSHA requirements.
You-attitude: Open Grip Walkway Channels meet OSHA requirements.

Maybe the audience expects that anything you sell would meet government
regulations (OSHA—the Occupational Safety and Health Administration—is
a federal agency). The audience may even be disappointed if they expected
higher standards. Simply explain the situation or describe a product’s fea-
tures; don’t predict the audience’s response.
When you have good news, simply give the good news.
Lacks you-attitude: You’ll be happy to hear that your scholarship has been renewed.
You-attitude: Congratulations! Your scholarship has been renewed.

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Another random document with
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 CHAPTER VIII.
ADVENTURES ON LAND.

[Æt. 56; 1492]

ON the 12th of November Columbus set sail in search of the

gold- and cannibal-bearing island described by the natives and
called Babeque. He took with him a few pairs of Cubans for the
Madrid Zoological Garden, whom he intended to convert to
Christianity in his leisure hours. Babeque was said to be situated
about east-by-south from Cuba, and accordingly the fleet steered in
that direction, skirting the Cuban coast. Two days later a head-wind
and a heavy sea induced Columbus to put back to Cuba, where he
waited for a fair wind. On the 19th he again put to sea, but was soon
compelled for the second time to return.
When Martin Alonzo Pinzon, on board the Pinta, which was in
the advance, saw the Admiral’s signal of recall, he promptly and with
great energy paid no attention to it. He astutely observed that as
there might not be gold and cannibals enough in Babeque for the
whole fleet, it would save trouble if he were to take in privately a full
cargo, and thus avoid the hard feelings which might result from an
attempt to divide with the crews of the other vessels. Pinzon
therefore kept the Pinta on her course, and the next morning she
was out of sight of the flag-ship. Columbus, not understanding the
excellent intentions of his subordinate, was greatly vexed, and
feared that Pinzon would sail back to Spain and claim the whole
credit of discovering the New World. However, pursuit was out of the
question, the Pinta being the fastest vessel of the fleet; and the
Admiral therefore sailed back to Cuba, and while awaiting a change
of wind renewed his exploration of the coast.
 On the 5th of December, the weather having improved,
Columbus started for the third time in search of Babeque. He soon
sighted a large and beautiful island, at which his Cubans besought
him not to land, since it was inhabited by one-eyed cannibals who
made it a point to eat all visitors, either from motives of hunger or as
a mark of respect. The Cubans admitted that the island contained
gold as well as cannibals, but maintained that it was not Babeque,
but Bohio.
Of course Columbus disregarded their advice, and, after
anchoring for a night in a convenient harbor, proceeded to sail along
the coast, landing from time to time. He found that it was a very
respectable island, but the natives refused to have anything to do
with him, and fled into the forest as soon as his boats touched the
shore. One day, however, his men succeeded in capturing a young
woman—with the usual amount of eyes, and fashionably dressed in
a gold nose-ring—whom they carried before the Admiral. The latter,
putting on a pair of thick blue goggles in the interests of propriety,
spoke kindly to the young person, and gave her some clothes. It may
be doubted whether the Admiral’s old coats and trousers were
particularly becoming to the fair prisoner; but as they were novelties
in dress, she was greatly pleased with them, and agreed to
accompany a party of middle-aged and discreet sailors to her
father’s village. Thus friendly relations were at last established with
the natives, and Columbus, seeing the effect of clothing on the
female mind, was so closely reminded of the women of Spain that he
named the new island Hispaniola.
The absence of both gold and one-eyed cannibals convinced
him that Hispaniola could not be Babeque, and on December 14th
he once more set sail in search of that mythical island. He found
nothing but the little island of Tortugas, and was finally compelled by
head-winds to sail back to Hispaniola. He now made up his mind that
Babeque was the Mrs. Harris of islands, and that in fact there was no
such place. It pained him to give up all hope of seeing the one-eyed
cannibals; but after all he must have perceived that, even if he had
found them, they could not have been any real comfort to him,
unless he could have seen them sitting down to dine off the faithless
Pinzon.
On the 16th of December we find him anchored near Puerto de
Paz, enjoying the society of a cacique, or native chief, who told him
the old, old story of gold-bearing islands farther south, and in other
ways did his best to meet the Admiral’s views. Six days later, when
near the Bay of Acul, the flag-ship was met by a canoe containing an
envoy of the cacique Guacanagari, the most powerful of the native
chiefs of that region. Guacanagari sent Columbus presents of cotton
cloth, dolls, parrots of great resources in point of profanity, and other
welcome articles. He invited Columbus to visit him at his palace,
which invitation was accepted, and the cacique and the Admiral
became warm friends. A few bits of gold were given to the
Spaniards, and the usual story concerning Babeque was told; but
Columbus had now pledged himself to total abstinence from
Babeque in every form, and paid no attention to it.
Guacanagari’s village was situated a few miles east of the Bay of
Acul, and thither Columbus resolved to bring his ships. About
midnight on Christmas eve Columbus went below, because, as he
alleged, there was a dead calm and his presence on deck was not
required. The judicial mind will, however, note the fact that it is not
unusual for mariners to feel the need of sleep after the festivities of
Christmas eve. Following the example of their commander, the entire
crew hastened to fall asleep, with the exception of a small-boy to
whom the wheel was confided by a drowsy quartermaster. A current
steadily drifted the vessel toward the land, and in a short time the
boy at the wheel loudly mentioned that the ship had struck. The
Admiral was soon on deck—which shows that perhaps, after all, it
was nothing stronger than claret punch—and in time succeeded in
awakening the crew. The ship was hard and fast on a reef, and he
ordered the mast to be cut away, and dispatched a boat to the Niña
for assistance. It soon became evident that the Santa Maria would
go to pieces, and accordingly Columbus and all his men sought
refuge on board the other vessel.
Guacanagari was full of grief at the disaster, and sent his people
to assist in saving whatever of value the wreck contained. He came
on board the Niña and invited the Spaniards to come to his village
and occupy houses which he had set apart for them. Here he
entertained them with games—base-ball, pedestrian matches, and
such like pagan spectacles—while the Spaniards, not to be outdone
in politeness, fired off a cannon, and thereby nearly frightened the
natives to death. Meanwhile Columbus kept up a brisk trade,
exchanging rusty nails for gold, of which latter metal the natives now
produced considerable quantities. The cacique, finding that gold was
the one thing which, above all others, distracted the Admiral’s mind
from his unfortunate shipwreck, sent into the interior and collected so
much that the Spaniards imagined that at last they had really
reached the golden island of Babeque.
The sailors were delighted with the place. To be sure, there was
no rum; but with that exception they had everything that the
seafaring heart could desire. They spent their time lying in the
shade, waited on by obsequious natives and fed with turtle-soup and
roast chicken. The longer they tried this sort of life, the more they
perceived the folly of going back to the forecastle and its diet of salt
horse. They therefore proposed to Columbus that, instead of building
a new ship, he should leave half of his men on the island as
colonists. The Admiral was pleased with the plan. It would be
cheaper to leave two or three dozen men behind him than to carry
them back to Spain, and if he had a real colony in his newly
discovered western world, it would add to his importance as Viceroy.
So he announced that he had decided to colonize the island, and
ordered his men to build a fort with the timbers of the wrecked flag-
ship. The natives lent their aid, and in a short time a substantial fort,
with a ditch, drawbridge, flag-staff, and everything necessary to the
comfort of the garrison, was erected. It was mounted with two or
three spare cannons, and Guacanagari was told that it was designed
to defend his people from the attacks of the Caribs, a tribe which
frequently made war on the peaceful islanders. The fort was then
dignified with the title of “La Navidad,”—which is the Spanish way of
spelling “nativity,” although it does not do the Spaniards much credit,
—and the flag of Castile and Aragon was hoisted on the flag-staff.
 Thirty-nine men, under the command of Diego de Arana, the
notary, were selected to garrison La Navidad. Among them were a
tailor, a carpenter, a baker, and a shoemaker, while De Arana in his
capacity of notary was of course able to draw up wills, protest bills of
exchange, and take affidavits. Columbus did not venture to leave a
plumber behind him, justly fearing that if he did the plumber would
send in bills to the natives which would goad them into an
indiscriminate massacre of the whole colony. All other necessary
trades were, however, represented among the colonists, from which
circumstance we gather that the Spanish marine was manned chiefly
by mechanics.
Having organized his colony, Columbus determined to hasten
back to Spain, lest Pinzon should reach home before him and
publish an unauthorized work with some such striking title as “How I
found the New World,” and thereby injure the reputation of the
Admiral and the sale of the only authentic account of the expedition.
There were rumors that Pinzon’s vessel had been seen lying at
anchor on the eastern side of the island, but all efforts to find him
failed. It was only too probable that he was on his way back to Spain,
and it was important that he should not arrive home before his
rightful commander.
Before sailing, Columbus made a farewell address to the
colonists, closely modelled upon the Farewell Address of
Washington. He warned them to beware of entangling alliances with
the native women, and to avoid losing the affection and respect of
Guacanagari and his people. The sailors promised to behave with
the utmost propriety, and winked wickedly at one another behind the
Admiral’s back. The Spaniards then gave a grand farewell
entertainment to the estimable cacique, who once more wept on the
bosom of the Admiral, and finally, on the 4th of January, 1493,
Columbus sailed for Spain.
 CHAPTER IX.
THE HOMEWARD VOYAGE.

[Æt. 57; 1493]

THE wind, as usual, was dead ahead, and the Niña made slow
progress. For two days she lay at anchor in a quiet bay, but the
Admiral was so anxious to reach Spain in advance of Pinzon that he
would not wait any longer for a change of wind. Before he had
succeeded in getting out of sight of land, the missing Pinta was
sighted, and, Columbus’s anxiety being partially relieved, the two
ships put back and anchored at the mouth of a river. The interview
between Pinzon and the Admiral must have been interesting. It is
evident from many things that, since his great voyage had been
successful, Columbus had ceased to be the conversational bane of
humanity, and had become a reasonably taciturn man. On this
occasion Pinzon found him painfully silent. That troubled mariner
attempted to account for his desertion by saying it was all an
accident, and that he had lain awake night after night bewailing the
cruel fate which had separated him from his beloved commander. He
was ready to swear all sorts of maritime oaths that he had never
meant to part company and cruise alone.
The Admiral gloomily remarked that, while no man should be
held accountable for an accident, he felt that it was his duty to
mention that hereafter any officer found guilty of the commission of a
similar accident would be court-martialled and hanged, after which
Pinzon was permitted to return to his ship.
In view of the fact that Pinzon commanded the larger ship and
could probably have beaten the Niña, in a fair fight, the Admiral was
wise in accepting his excuses and affecting to believe his story. He
afterward learned that Pinzon had really been at anchor on the
eastern side of the island, where it was reported that he had been
seen, and that he had secured a large quantity of gold; but it was
judged injudicious to ask him to surrender the gold to the Admiral.
Thus harmony between Columbus and Pinzon was thoroughly
restored, and they hated and distrusted each other with great vigor.
The meeting of the Pinta and the Niña was, we may presume,
celebrated in due form, for Columbus, although he was a very
abstemious man, asserts in his journal that at this time he saw
several mermaids. We do not know what Pinzon saw; but if the
abstemious Admiral saw mermaids, the less decorous Pinzon
probably saw a sea-serpent and a procession of green monkeys with
spiked Prussian helmets on their heads.
On the 9th of January the ships again weighed anchor and
sailed along the coast, stopping from time to time to trade with the
natives. At Samana Bay the Spaniards found a tribe of fierce
savages, with whom they had a skirmish which resulted in wounding
two of the enemy. Nevertheless, the local cacique made peace the
next day, and told Columbus a very meritorious and picturesque lie
concerning an island inhabited by a tribe of Amazons. Recent events
indicate that in fighting and lying the present inhabitants of Samana
Bay are no unworthy representatives of those whom Columbus met.
When, on the 16th of January, Columbus made positively his last
departure for Spain, he intended to stop on the way and discover
Porto Rico, which lay a little southward of his true course. To this,
however, the sailors strongly objected. They had discovered as
many islands as, in their opinion, any reasonable man could desire,
and they pined for Palos and its rum-shops. They did not break out
into mutiny, but they expressed their feelings so plainly, by singing
“Home Again” and other depressing songs, that Columbus felt the
wisdom of gratifying them—especially in view of the probability that
Pinzon would again give him the slip at the first opportunity. The
sailors were therefore ordered to square away the yards, and the
ships were put before the fair west wind with their several bowsprits
pointing straight toward Palos. Joy filled the bosoms and heightened
the ruddy tint of the noses of the crew. That night they thought more
highly of Columbus than ever before, and remarked among
themselves that they were glad to see that the old man could restrain
his unnatural thirst for islands when it became clearly necessary for
him to do so.
It was not long before the fleet—if two vessels can be regarded
as a fleet, except in the United States Navy—came into the region
where the trade-winds constantly blow from the east. Columbus may
not have recognized them as trade-winds, but he perfectly
understood that they were head-winds, and with a view of avoiding
them steered in a northerly direction. He succeeded in getting out of
the region of perpetual east winds, but he reached the latitude where
storms-centres moving rapidly to the east and south, together with
areas of depression in the region of the lakes and rain in the New
England and Middle States—in short, all the worst varieties of
weather in the repertoire of the Signal Service Bureau—prevail. The
pilots soon lost all idea of the course which the vessels had sailed,
and as each one entertained a different opinion about the matter,
while Columbus differed from them all and made it a practice to
confuse their minds with opinions on navigation of the most intricate
character, there was a certain lack of cordial and intelligent
agreement among the navigators of the fleet.
About the middle of February a succession of tremendous
tempests overtook the vessels. For days they drove before a gale
which carried them in a north-easterly direction and threatened every
moment to sink them and hide all vestiges of the great transatlantic
expedition beneath the waves. Pinzon, owing to the injured condition
of his mast, had no control over his ship, and was soon carried out of
sight of Columbus. The latter felt that the time had come to employ
all his knowledge of seamanship. An ordinary prosaic ship-captain of
the present day, finding himself in a like situation, would have
brought his ship down to a close-reefed maintopsail, and, bringing
the wind on his starboard quarter, would have steered about east by
south, and so carried the ship out of the cyclone in two or three
hours. Columbus, however, was far too scientific a navigator to adopt
any such commonplace expedient. He mustered his crew, and
ordered them to draw lots to see who should vow to make
pilgrimages in case they should succeed in reaching land. He
himself drew a lot which required him to make one pilgrimage to
Santa Clara de Moguer, and another to Santa Maria de Guadalupe,
and, in addition, to pay for a series of masses and to present candles
to the Blessed Virgin.
As this manœuvre, which was at that time regarded as one of
the most abstruse known to mariners, unaccountably failed to better
the condition of the ship, the entire crew vowed to march to the first
available church bare-footed and clad only in their shirts. The
frightful nature of the storm may be imagined from the fact that, in
spite of this splendid display of Spanish seamanship, the Niña
continued to exhibit a determined propensity to go to pieces or to
founder. Having thus done everything that a sailor could do, and all
without avail, Columbus yielded to the promptings of superstition,
and filling a quantity of empty casks with sea-water placed them in
the hold, where he hoped they would render the ship somewhat
stiffer. The Niña at once became steadier and ceased to try to lie
over on her side, and it is quite possible that Columbus believed that
his superstitious use of casks had more to do with the salvation of
the ship than all the combined vows of the Admiral and his men.
While in imminent danger of drowning, Columbus had the cool
forethought to write a full account of his discoveries. He enclosed the
manuscript in a water-tight barrel, which he threw overboard after
having attached to it a written request that the finder would return it
to Christopher Columbus, or his representatives at Cadiz, Spain,
where he would be suitably rewarded. It has not yet been found, but
it is the intention of Dr. Schliemann, the discoverer of the personal
jewelry of Helen of Troy, to discover it whenever he can spare a few
days from more important discoveries.
On the 15th of February land was sighted. It was the island of St.
Mary’s, one of the Azores, but no one except Columbus had any
idea that the Niña was farther north than the latitude of Lisbon. No
sooner had the land been sighted than the wind changed to the
north-east, and it was two days before the Niña could reach the
island and anchor under its lee.
 As for the Pinta, it was believed that in her crippled condition she
must have perished in the storm, and as a matter of course
Columbus felt extremely sorry that Pinzon could no longer display
his insubordinate and unprincipled want of respect for his superior
officer.
Of course everybody was anxious to go ashore at once. The
sailors anticipated that rum could be found on the island, it being
inhabited by civilized and Christian people, and Columbus, who, we
may suppose, was not very well satisfied that he had been selected
by lot to make two pilgrimages and spend a quantity of money in
masses and candles, was anxious to see the crew parade for
attendance on divine worship in their shirts. But the Azores belonged
to Portugal, and though the Portuguese king had refused to assist
Columbus in his plans of exploration, he was very indignant that any
other monarch should have helped the Italian adventurer, and felt
that Columbus had treated him disrespectfully by accepting Spanish
help. Knowing all this, Columbus remained on shipboard and sent a
boat ashore to inquire if there was a church near at hand.
The inhabitants of the island were greatly astonished to learn
that the weather-beaten ship lying at anchor was the remnant of the
exploring expedition which had sailed six months earlier from Palos.
The Governor of the island, Juan de Casteneda, had been ordered
by the Portuguese king to arrest Columbus, in case he should visit
the Azores, for the offence of discovering continents without a
license from the Portuguese. De Casteneda therefore was anxious
to induce Columbus to land, but by too great zeal he overreached
himself.
As soon as it was ascertained that there was a shrine on the
island, Columbus ordered his men to fulfil their vow by marching in
procession to it in their untrammelled shirts. One half the crew were
detailed for this pious duty, and the Admiral intended to march with
the other half as soon as the first division should return. The hasty
Governor waited till the procession had entered the shrine, and then
arrested every one of its members, on the frivolous plea of dressing
in a way adapted to outrage the feelings of the public and to excite a
breach of the peace. When Columbus found his men did not return,
he weighed anchor and stood in toward the shore. He was met by a
boat containing the Governor, who declined to come on board the
Niña, and conducted himself generally in such a suspicious way that
Columbus lost his temper and called him unpleasant names. He held
up his commission with its enormous seal, and told the Governor to
look at it and comprehend that sealing-wax was not lavished in that
way except upon officers of distinguished merit. The Governor not
only insulted Columbus, but he spoke derisively of the sealing-wax,
and then rowed back to land, resolved to keep his shirt-clad
prisoners until he could add Columbus himself to the collection.
The usual gale soon after sprang up, and the Niña was driven
out to sea and kept there in very unpleasant circumstances for
several days. When at length Columbus again returned to his
anchorage, De Casteneda sent two priests and a notary to inspect
his papers. They found that his commission was properly made out,
that the ship had a clean bill of health, and that her clearance from
Guacanagari’s custom-house was without a flaw. They then informed
him that the Governor had been compelled to exercise a little caution
lest vessels arriving from the West Indies should introduce yellow
fever into the Azores, but that he was now entirely satisfied and
would be glad to have Columbus call on him. The next morning he
liberated the men whom he had made prisoners, and let them return
to their ship and their trousers, it being evident that he could not
hope to arrest Columbus, now that the latter was on his guard.
Having regained possession of his men, Columbus set sail for
home on the 24th of the month. In about a week another storm, more
violent than any which had preceded it, struck the unhappy
voyagers. Once more the splendid seamanship of the commander
was displayed by an order for all hands to draw lots for pilgrimages.
This time the loser was to walk barefooted to the shrine of Santa
Maria de la Cueva, and when Columbus found that he had once
more drawn the losing lot, he must have made a private vow to play
henceforth some other game in which he might have some little
chance to win something. It is impossible to repress the suspicion
that the vow afterward made by the crew to eat nothing but bread
and drink nothing but water for a week, was made in accordance
with the determination of the Admiral that he should not be the only
person to perform painful and difficult feats of practical seamanship.
During the worst of the storm, and in the middle of the night, land
was seen, and the ship had a narrow escape from being dashed
upon it. When daylight appeared, it was found that the mouth of the
Tagus was close at hand; and although it was obviously dangerous
for Columbus to venture into Portuguese waters, he sailed into the
river and anchored in a sheltered place near the rock of Cintra. He
lost no time in sending letters, by the District Telegraph messengers
of the period, to the Spanish and Portuguese monarchs, and asked
of the latter permission to sail up the river to Lisbon. This request
was obviously a hollow form. Lisbon was the last place to which the
Admiral would have been willing to take his ship, but he wanted to
convince the Portuguese king that he had the utmost confidence in
him.
 CHAPTER X.
HIS RECEPTION, AND PREPARATION FOR A
SECOND EXPEDITION.

[Æt. 57; 1493]

EVERYBODY who could hire a horse or a boat came from the

surrounding country to see the ship that had crossed the Atlantic.
The Portuguese nobly forgot the years in which Columbus had lived
in Portugal and talked their fellow-countrymen into untimely graves,
and they gave him as enthusiastic reception as an American town
gives to a successful pedestrian. Presently there came a letter from
King John of Portugal, inviting Columbus to come to his palace at
Valparaiso, near Lisbon. The crew of the Niña, having reached a
Christian country where, by the orders of the King, they were
supplied with wine without limit and without price, were perfectly
contented to defer returning to their families at Palos, and were, on
the whole, rather anxious that their commander should leave them
for a few days. Columbus, much against his will, felt compelled to
accept the King’s invitation, and was kindly received at Valparaiso.
Of course Columbus, when he described the results of his
voyage, could not deny himself the pleasure of reminding King John
that he might have had the glory of sending out the expedition. He
told the King that he was really sorry for him, and hoped it would be
a lesson to him never to refuse an offer made by a meritorious
Genoese to find new continents for him. King John expressed his
pleasure at the success of Columbus, but incidentally remarked that
he presumed his seafaring friend was aware that, by the provisions
of an ancient treaty and a papal bull, all the countries that Columbus
had discovered undoubtedly belonged to Portugal.
 This conversation was not altogether satisfactory to Columbus,
but he would have been still more dissatisfied had he known the
advice which the King’s councillors gave him. They said there was
not the least doubt that the native Indians on board the Niña had
been stolen from the Portuguese East Indies, and that Columbus
ought to be immediately killed. The King did not favor the death of
Columbus, but suggested that the truly honorable course to pursue
would be to dismiss Columbus in the respectful manner due to his
gallant conduct, and to send immediately a secret expedition to take
possession of the countries which he had discovered. In accordance
with this decision, Columbus was treated with great politeness, and
returned to his ship, quite ignorant of his narrow escape from death,
and in excellent spirits with the exception of a slight uneasiness as to
the amount of truth that might exist in the King’s remark about
ancient treaties and papal bulls. Sailing from the Tagus, he reached
Palos in two days, and landed on the 15th of March.
The return of Columbus created immense surprise, and with the
exception of the wives of his sailors, who, having assumed that their
husbands never would return, had married again, everybody
received him with enthusiasm. The shops were closed, all the boys
in the schools were given a half-holiday, and the entire population
flocked to the church whither Columbus and his men betook
themselves as soon as they landed, to return thanks for their
preservation. Columbus was no longer, in public estimation, the
tedious foreigner who ought to be sent out of the country at any cost;
he was one of the most remarkable men in Spain, who deserved all
sorts of honors. There were any number of men who now recollected
that they had always said he was a great man and would certainly
discover a first-class continent, and there were very few persons in
all Palos who were not confident that the encouragement which they
had given to Columbus had been one of the chief causes of his
success.
The King and Queen were at Barcelona, but the Admiral, having
had all the sea-voyaging that his system seemed to require, decided
to go to Barcelona by land instead of by water, and after writing to
the monarchs, announcing his arrival, he set out for Seville, to wait
for orders.
The same day on which Columbus landed, and about twelve
hours later, the Pinta arrived. Pinzon had been driven by the storm
which separated him from the Niña into Bayonne. Making up his
mind that Columbus was safely drowned, he wrote to Ferdinand and
Isabella, announcing that he had made remarkably valuable
discoveries; that he would hasten to Spain to report to them in
person; and that he was sorry to say that Columbus had found a
watery grave. When he entered the harbor of Palos, and saw the
Niña at anchor, he felt that life was a hollow mockery. He went
quietly to his own house, and wrote to the monarchs a letter which,
we may assume, differed somewhat in its tone from the one he had
written from Bayonne. The reply was extremely cold, and forbade
Pinzon to present himself at court.
The people of Palos, having already celebrated, to the utmost of
their power, the arrival of Columbus, were rather annoyed at
Pinzon’s appearance, and thought that on the whole it was an
unwarrantable liberty. That Pinzon was a really intelligent man is
proved by the fact that he hastened to die a few days after he had
received the monarch’s unpleasant letter. There was obviously
nothing else left for him to do, and he deserves credit for thus clearly
perceiving his duty.
Columbus, soon after his arrival at Seville, received a flattering
letter from Ferdinand and Isabella, who thanked him for his services,
invited him to come to court, and mentioned that the sooner he could
fit out a new expedition the better it would be. Accompanied by six
Indians and a quantity of parrots, together with a collection of stuffed
animals and specimens of novel trees and late West Indian designs
in minerals, the Admiral proceeded to Barcelona, exciting immense
enthusiasm at every town on the road, and being mistaken by the
youth of Spain for some new kind of circus. On his arrival at court,
the monarchs received him in great state, and asked him to take a
chair and make himself at home; this being the first time within the
memory of man that they had ever asked any one to be seated.
 As has been said, Columbus had greatly improved in point of
reticence after his discovery of the New World, but on this occasion
he appears to have relapsed into his old habits. At any rate, the
lecture which he proceeded to deliver was of such appalling length
that when it was finished the King and Queen both fell on their
respective knees in thankful prayer, and afterward ordered the Te
Deum to be sung.
There was a slight portion of truth in the remarks made by King
John of Portugal to Columbus concerning a papal bull assigning
certain countries to the Portuguese Crown. It was conceded by all
Christian nations of that period that the Pope owned in fee simple all
the heathen countries wheresoever situated. One of the Popes had
assigned to the Portuguese all those certain heathen lands situate,
lying, and being in the continent of Africa, together with all and
singular the heathen and other objects thereunto belonging or in any
wise appertaining. This was the bull to which King John referred. It is
true that it did not give him any right to lands and heathen in
America, but the Spanish monarchs thought it would be wise to
obtain a bull formally assigning America to them. They therefore
wrote to Pope Alexander VI., informing him that they had discovered
a new continent full of desirable heathen admirably fitted for
conversion, and requesting a formal grant thereof. At the same time,
Columbus, in order to prove the pious character of his expedition,
ordered his six best Indians to be baptized.
The Pope issued the desired bull, and, in order to avoid any
objection on the part of the Portuguese, divided the Atlantic by a
meridian one hundred miles west of the Azores, giving to the
Portuguese all the heathen lands which they might discover east of
this meridian, and to the Spaniards all that they might discover west
of it. This was very handsome on the part of the Pope, and showed
that he was liberal and open-handed.
The news of the return of Columbus filled every European
monarch with the conviction that the discovery of new continents
was the only proper occupation for a monarch of spirit, and with the
determination to make discoveries first and to call on the lawyers to
find flaws in the Pope’s bull afterward. It was therefore important that
there should be no delay in sending out a second Spanish
expedition. Orders were issued by the monarchs of Castile and
Aragon, authorizing Columbus to buy, hire, or seize any vessels that
he might find in the ports of Andalusia that were suited for exploring
purposes, and to impress any officers or sailors that might suit his
fancy. For ships, provisions, stores, and men thus seized fair prices
were to be paid, and money was raised for this purpose from all
available sources, though no man seems to have thought of the
expedient of printing paper-money, and thus creating out of nothing
currency enough to defray the cost of a voyage to America, and to
move the West India gold and slave crops.
To assist Columbus and to conduct the business of exploration
and colonization, Archdeacon Juan Rodriguez de Fonseca was
made a sort of Secretary of Exploration and Superintendent of Indian
Affairs, and was given very extensive powers. It may seem to us
strange that a priest should have received this appointment, but
priests were as numerous in Spain as Colonels now are in South
Carolina, and probably all the men who were not priests were either
in jail or had volunteered to join Columbus as sailors and gold-
hunters. It was this able Archdeacon who chiefly organized the
second expedition of Columbus, and he engaged twelve active
priests well acquainted with the screw, the pulley, the wheel, and the
other theologico-mechanical powers, and commanded by the
Apostolic Vicar Rev. Bernardo Boyle, to convert the heathen as fast
as they should be discovered.
It would violate all precedent if the story of Columbus and the
egg were to be spared the readers of this volume. It is briefly as
follows: Soon after his return to Spain he dined with Cardinal de
Mendoza, an eminent clergyman with a talent for dinner. An
objectionable young man who was present, and who undoubtedly
had taken more champagne than was good for his fellow-diners,
asked the Admiral if he did not think that if he had not discovered the
New World some one else would very shortly have discovered it. He
was unquestionably an impertinent young man, but he was
undoubtedly right in assuming that sooner or later the Atlantic would
have been crossed, even if Columbus had never been born.
Historians tell us that Columbus, in reply, asked the young man if he
could stand an egg on its little end; and when the young man, after
rudely inquiring what Columbus was giving him, was constrained to
admit that he could not perform the feat in question, the great
explorer simply flattened the little end of the egg by knocking it
against the table, and then easily made it stand upright. The whole
company instantly burst into tears, and exclaimed that Columbus
was the greatest and noblest of mankind.
If this trick of flattening an egg was really regarded as a brilliant
repartee, by which the impertinent young man ought to have been
utterly withered up, it gives us a melancholy view of the state of the
art of repartee among the Spaniards. The real facts of the case are
probably these: Cardinal De Mendoza, the dinner, and the
impertinent young man doubtless existed in the form and manner
specified; and the impertinent young man, in an advanced state of
champagne, probably said something insulting to the Admiral. The
latter, disdaining to notice the affront by words, and reluctant to
cause any unpleasant scene at the Cardinal’s dinner-table, merely
threw an egg at the offender’s head, and pursued his conversation
with his host. Subsequent writers, determined to give a profoundly
scientific character to everything the Admiral did, built up from this
slight basis of fact the egg-balancing story. In point of fact, any one
can balance an egg on its little end by the exercise of little care and
patience, and it is rather more easy to do this with an egg that has
not been flattened than with one that has.
There is another contemporaneous story which is far more
credible, and requires no explanation. While Columbus was enjoying
the honors which were everywhere lavished upon him, and was on
visiting terms with the King and Queen, and dining with Cardinals
and Aldermen and Chambers of Commerce, the unhappy sailor who
first saw land, but whose promised reward was appropriated by
Columbus, went to Africa and turned Mahometan, in disgust at his
treatment. Probably Columbus thought that, in the circumstances,
this was a delicate and considerate act, for the sight of the man
could hardly have given much satisfaction to the Admiral who had
pocketed the reward.
 Meanwhile King John of Portugal was busy fitting out an
expedition ostensibly to explore the coast of Africa, but really to
discover transatlantic countries. He tried to induce the Pope to give
him the islands discovered by Columbus, and informed Ferdinand
and Isabella that he was advised by his counsel that, under the
authority of the early bull already referred to, any countries that might
be discovered south of a line drawn westward from the Canaries
were, in the eye of the law, a part of Africa, and as such would
belong to Portugal. The Spanish monarchs conducted the diplomatic
dispute with him in the ablest manner, sending to Portugal their most
tedious ambassadors, and thus prolonging the negotiations as long
as possible.
Columbus, refusing all offers to lecture before the Spanish
lyceums, hurried forward his own expedition so as to sail before the
Portuguese fleet could be made ready. With the aid of Fonseca and
the latter’s two chief assistants, Francisco Pinelo and Juan de Soria,
he collected seventeen ships, their crews, and a large company of
colonists, and all the supplies and live-stock needed for planting an
imposing colony. There was no lack of volunteers. Every man who
thirsted for adventure, and every ruined nobleman who wanted to
repair his broken fortunes, was eager to accompany Columbus; and
even the small-boys, excited by a desire to scalp Indians, were
anxious to run away and ship as cabin-boys on board the fleet. No
less than fifteen hundred persons were either accepted as
volunteers or accompanied the expedition as stowaways, and
among them was as fine and varied a collection of scoundrels as
had ever set sail from an alleged Christian country.
The expedition was not organized without several disputes
between Columbus and Fonseca. The latter complained that the
Admiral wanted too many servants, including footmen, coachmen,
and other gaudy and useless followers; while the Admiral, in his turn,
insisted that the Archdeacon could not be made to understand that
footmen were absolutely necessary to the work of exploration. The
King, when appealed to, always decided that Columbus was right;
but it is doubtful if Fonseca’s affection for the Admiral was thereby
greatly increased. Finally all was ready, and on the 25th of
September, 1493, the second personally conducted transatlantic
expedition of Christopher Columbus set sail from Cadiz.