American - Historian | September 18, 1947 -
I think that the firepower of the Civil War, the numbers of bodies that were left to rot, the numbers of amputations in the Civil War, all of this created threats to the understanding of the human being as an integral soul, as a body and soul that could be united.
Drew Gilpin Faust
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Probably half the cases of Civil War dead were not identified. And so there was no way to let loved ones know, and there were no regularized processes in either Northern or Southern Army for notifying next of kin.
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Americans in the Civil War period were very interested in Heaven and what it might be like, because they were having to face the fact that many of their loved ones were gone and many of their loved ones, they hoped, were in this other realm called Heaven.
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Mortality defines the human condition.
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In the middle of the nineteenth century, the United States embarked on a new relationship with death, entering into a civil war that proved bloodier than any other conflict in American history, a war that would presage the slaughter of World War I's Western Front and the global carnage of the twentieth century.
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The American Civil War produced carnage that has often been thought reserved for the combination of technological proficiency and inhumanity characteristic of a later time.
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Of all living things, only humans consciously anticipate death; the consequent need to choose how to behave in its face - to worry about how to die - distinguishes us from other animals. The need to manage death is the particular lot of humanity.
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I think the expectation of me was that I'd grow up, get married, have a family, probably not even have a job outside the home. I had bold notions sometime in my childhood that I wanted to be veterinarian... I wasn't sure I'd ever do it.
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Since the middle of the twentieth century, our understanding of the American past has been revolutionized, in no small part because of our altered conceptions of the place of race in the nation's history.
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I think the most important leadership lessons I've learned have to do with understanding the context in which you are leading. Universities are places with enormously distributed authority and many different sorts of constituencies, all of whom have a stake in that institution.
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One of the major jobs of the Harvard president is to choose the deans. I've had the opportunity to choose a considerable number of deans already, so I've learned a lot in the process in doing it.
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As a scholar, you don't want to repeat yourself, ever. You're supposed to say it once, publish it, and then it's published, and you don't say it again. If someone comes and gives a scholarly paper about something they've already published, that's just terrible. As a university president, you have to say the same thing over and over and over.
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