The Ukrainian Holodomor (Hunger-Extermination) of 1932-1933

Chicago American - Monday, February 25th, 1934

Not widely known by many Americans, the Holodomor was the premeditated mass starvation of the Ukrainian peasantry in the name of Soviet collectivization of Ukraine's farmland in 1932-1933. Recent international human rights research estimates the number of dead at somewhere between 2.4 and 7.5 million victims. It is impossible to arrive at an accurate figure. But there is one thing that scholars agree upon, this was the worst peacetime catastrophe in Ukraine's long and fabled history. The loss of life rivals the Holocaust of European Jews by Adolph Hitler and the Nazis.

Since 2006, the Holodomor has been recognized by many countries as genocide of the Ukrainian people. History notes that the destruction of the Ukrainian peasantry was premeditated on the part of Joseph Stalin. The term Holomodor emphasizes the man-made causes of the famine, like the Soviet confiscation of private property, farmland, livestock, wheat crops, and all the implements of farm and industrial production.

A campaign of terror was unleashed on ethnic Ukrainians, primarily in the southeastern "breadbasket" region of the country. Those who resisted Soviet authorities were shot or deported to Siberia. Families who attempted to hide their grain stocks were killed. Even so, some families chose to burn their homes to the ground and kill their livestock rather than hand them over to their Soviet overlords.

A system of internal passports was instituted preventing the free movement of the Ukrainian populace from villages and towns to suppress widespread knowledge of what was occurring in Ukraine. When the news of the famine reached the West, the Ukrainian diaspora in Western Europe and the United States quickly raised relief funds and sent food supplies to Ukraine which were rejected at the border by Soviet authorities. As a result of growing international notice, the Soviets responded by banning all journalists in Ukraine, and among the Ukraine populace, the banning of the words "famine" and "hunger." Using either word could result in a jail term.

With the exception of grain reserves used to feed livestock and not people, the vast bulk of Ukrainian grain was exported to neighboring countries to generate revenue for fueling Stalin's Five Year Plan. The Soviet Union was able to purchase Western commodities, among them military weapons and hardware. In return, those countries turned a blind eye to the Soviet Union's internal problems.

In addition to Ukrainian farm peasants, more than 5,000 Ukrainian intellectuals were arrested and charged with plotting an armed rebellion. Those who were not summarily shot were deported to Siberian labor camps, never to be heard from again. It is believed that Stalin feared a general revolt in support of Ukrainian nationalism. The Soviet goal was to have Ukrainians abandon all nationalistic fervor. This preemptive move left the rest of the population without leadership or direction.


For more detailed information on Holodomor, visit the United Human Rights Council's site at:
http://www.unitedhumanrights.org/genocide/ukraine_famine.htm

To view the many monuments dedicated to the victims of Holodomor, tap on this link: http://en.wikipedia.org/wiki/Holodomor#mediaviewer/File:Holodomormemorialbloomingdale.jpg

Ford Model A Replaces Tin Lizzie

Henry Ford posing with a Model T

From the mid 1910s through the early 1920s, the Ford Model T dominated the American car market. As the history books note, "Henry Ford put America on wheels." But over the car's eighteen-year run, cities began to pave the roadways and consumers wanted modern, comfortable, and fancier cars. The Tin Lizzie fell out of favor.

During the late 1920s and early 1930s, used Model Ts sold for five to ten dollars because they were obsolete and nobody wanted them. Bootleggers used them to smuggle liquor across the frozen Detroit River because it was no great loss if they went through the ice.

A "flivver" as they were called during Prohibition.

By the mid 1920s, General Motors upgraded their manufacturing techniques and began to offer more powerful engines like a V-6, sleek styling, convenient driver controls, various colors, and some amenities as standard equipment like headlamps. When GM came out with an electric starter, while the Model T still had a crank and magneto, Chevy sales in particular cut deep into Model T sales.

Henry Ford resisted most efforts to upgrade the appearance of his Model T during its model run from 1908 until 1927, but his engineers continued to make improvements on the powertrain. Ford's son Edsel, president of FoMoCo in name only, tried to convince his father that the car market was evolving and people wanted something more stylish with better performance. Marketplace realities finally convinced Henry Ford that a new model was necessary.

After months of secret planning, on May 2, 1927, Henry Ford telegraphed his dealers nationwide that he was starting production of a totally modern car of "superior design and performance to any now in the low-priced field."

He announced to the press that he would be closing his factories and halting production to manfacture a new model which he and his son were sure would be "the next big thing." This was in mid 1927 which allowed Chevy to outsell Ford for the first time, though it was a false comparison. Ford stopped production on the Model T halfway through the year.  

The elder Ford oversaw the mechanical engineering leaving Edsel to work with a design team on body styling. This was the first and last time that father and son worked together on the same project.

Henry decided to name the secret car the Model A, which showed a lack of imagination and marketing savvy. It was redundant. In 1903, his first commercial product was also named the Model A, but because this new car was totally re-engineered and redesigned, he chose to begin all over again with the Model A designation. Not a single component of the Model T was used in the construction of the new Model A.

Original 1903 Model A also known as the Fordmobile. This was Henry Ford's first production car.

Mechanically, the reincarnated Model A was the first Ford to use the standard set of driver controls common in more modern cars which included a clutch, brake, and gas pedal on the floorboard. The Model T controls were antiquated and awkward by comparison. The standard Model A came equipped with four-wheel hydraulic shock absorbers, four-wheel mechanical brakes, and a new L-head inline four-cylinder, 40 hp engine with a top speed of 65 mph. Rather than a Model T two-speed transmission, this new car had a three-speed, manual transmission which greatly improved performance. 

Restored Model A [notice retrofit turn signals]

In addition to a shatterproof laminated windshield, the exterior of the new Model A was lower and sleeker than the Model T. This was the first Ford to carry the iconic blue oval logo. The Model A was available in many different body styles including coupes, a cabriolet convertible, various sedans, phaetons, a station wagon, a police model, a taxi, and a pickup truck. Rather than the body being available in just black, the original Model A also came in Niagra Blue, Arabian Sand, Dawn Grey, or Gun Metal Blue.

The 1928 Model A was officially introduced on December 2, 1927, immediately becoming a big hit with the public giving Chevrolet a run for its money. In its four-year production life, 4,858,644 Model As were built. That is a healthy number considering the Great Depression was raging at the time. Because of the car's popularity then and now, the Model A is considered by many car buffs to be the best classic American car ever made.

Best American Car Ever Made video

General Motors' Rocky Start

William C. Durant

In 1904, William C. "Billy" Durant, owner of America's largest horse-drawn wagon manufacturer Durant-Dort Carriage Company, bought the ailing Buick Motor Car Company from a Flint, Michgan businessman. Durant was not keen on the new horseless carriage craze, but having an eye on the future, he knew automobilies were the future of personal transportation. Durant partnered up with Charles Steward Mott and Frederic L. Smith to create General Motors (GM) on September 16, 1908.

Durant already owned Buick which became the first nameplate in the new corporation's stable with Oldsmobile soon to follow later that year. In 1909 with the corporation's profits and line-of-credit, Durant bought Cadillac and Oakland [which later became Pontiac Motors]. Durant continued on a spending spree and acquired four other fledgling automakers and a truck company. Durant even considered buying GM's archrival Ford Motor Company, but he fell two million dollars short on the funding.

By 1910, GM was struggling. The country was in a period of recession from 1910 through 1911. The banks tightened up their lending policies and car sales dropped. Because Durant's aggressive expansion of GM left the corporation over-leveraged and vulnerable to bankrupcy, stockholders voted Durant out of the chairmanship, but he continued to hold a large share of GM stock.

In 1911, Durant lured popular Swiss racecar driver Louis Chevrolet away from GM for whom he raced Buicks. Durant wanted to capitalize upon Chevrolet's international fame, and he knew that the automobile-buying public wanted to drive something glamorous and exciting. Durant sweetened the business offer for the racecar driver by naming the new company after him--the Chevrolet Motor Company. Durant merged three small automobile manufacturers, Little Motor Company, Mason Motors, and Republic Motor Company to form the new company.

Louis Chevrolet

Two years into the partnership, the two men battled over design issues and the direction the company was taking. Chevrolet wanted to design a car for the high-end market while Durant wanted to produce an affordable car for the low-end market to compete with Henry Ford's obsolete Model T. Chevrolet chose to return to racing and sold his stock to Durant in 1913.

The dissolution agreement allowed Durant to continue using Chevrolet's name for the car's nameplate. If the gear-jammer had any business sense, he would have negotiated a licensing agreement to use his name. The Chevrolet heirs would still be earning royalties if he had. The following year, Chevys were branded with its modified Swiss Cross bowtie logo.

Original Chevrolet Bowtie Branding

Billy Durant offered a four-cylinder engine in 1912 which outperformed Ford's four-cylinder in every way and came with a magneto starter rather than a crank. Women especially appreciated that. The car had cutting-edge styling and came in grey, green, blue, or red. The Chevy, as it was soon called, was an instant success cutting into Ford's low-priced market. Chevys were a little more expensive, but consumers were willing to pay a little more to be seen in a snappy-looking car.

1913 Chevy Model

Durant wisely used the profits he made from Chevy to buy GM stock. The Chevrolet quickly became so popular with the public that Durant offered GM a five-for-one stock trade in a reverse merger. On May 2, 1918, Durant regained controlling interest of GM as the corporation's largest stockholder. Billy Durant was back in the driver's seat as corporation president. He brought Chevrolet into GM's product line in 1919, as well as Fisher Body and Frigidaire.

As co-owner of Frigidaire, Durant essentially sold his company to himself as president of GM, an example of financial sleight of hand and a clear conflict of interest. The corporation was once again debt-heavy and flirting with bankrupcy. 

In the background, Pierre S. DuPont and his family-owned chemical company had opened a line of credit with Wall Street financier J.P. Morgan. By 1919, DuPont invested 50 million dollars in GM stock. The following year, DuPont and the board of directors forced Durant out of GM for the last time because of his reckless speculation and dubious management ability.

Pierre S. DuPont

GM was the largest consumer of DuPont automotive finishes and artificial leather [vinyl] fabrics. GM's possible failure would hurt DuPont Chemical's business interests. Pierre S. DuPont stepped up and paid off Durant's debt to buy him out.

Alfred Pritchard Sloan

Alfred P. Sloan was elected president in 1923 to reorganize and manage the sprawling corporation. Under Sloan's management, GM established annual model changes which ushered in the age of planned obsolescence creating a vigorous used car market.

To prevent GM brands from competing with themselves, a pricing structure was established with Chevrolet as their most affordable brand followed by Pontiac, Oldsmobile, Buick, and their luxury brand Cadillac. As soon as buyers could afford a more expensive car, GM had an upgrade ready for them which inspired customer loyalty.

To help car buyers finance a new car or buy more car than they could otherwise afford, GM formed the General Motors Acceptance Corporation (GMAC) which introduced consumer installment credit ensuring the company's long-term financial success. When the stock market crashed on October 29, 1929, ushering in the Great Depression, GM was well-positioned to survive it.

"We Never Called Him Henry" 

Henry Ford II vs. Harry Bennett and Lee Iacocca

Ford World Headquarters [the Glasshouse] in Dearborn, Michigan.

After Ford Motor Company (FoMoCo) president Edsel Ford died at the age of forty-nine from stomach cancer, his eighty-year-old father Henry reinstalled himself as company president. Despite surviving two strokes, the elder Ford was not comfortable with retirement or handing his company over to a successor.

With the help of FoMoCo's security and personnel director, Rasputin-like Harry Bennett, Henry Ford was able to maintain his weakened grip on the company that bore his name. Bennett was Henry's eyes and ears in the sprawling FoMoCo industrial complex. In the Medieval world, Bennett would have carried the title of Regent as he tried to maneuver himself into the top spot.

Although Harry Bennett never exercised any real administrative power at the company, other than that delegated to him personally by Henry Ford, now he was Ford's right hand man who took advantage of his declining and infirm boss to assume powers never delegated to him. 

This disturbed Henry's wife Clara and his daughter-in-law Eleanor, Edsel's widow, who feared a power play to wrestle the company away from the family at Henry's death. Clara and Eleanor believed Bennett helped destroy Edsel's health from constant torment, and Eleanor vowed she would not allow him to rob her son, Henry Ford II, of his birth right. Both women and all of Edsel's children held Bennett beneath contempt.

Late in July 1943, Henry Ford II was released from the United States Navy by President Franklin Roosevelt. He was made executive vice-president of the company on August 10, 1943. Harry Bennett and Henry Ford II begrudgingly co-existed until Eleanor gave her father-in-law an utimatum. Retire and install her eldest son as company president, or she would sell off her stock ending the family's total ownership of the corportation. The old man was befuddled and approaching death; he had no fight left in him. On September 21, 1945, FoMoCo's Board of Directors elected Henry Ford II as the company's third president.

Henry Ford II

The twenty-eight-year-old, new Ford president's first priority was to sever Harry Bennett from the company. After a heated exchange between the two men in Bennett's basement office in the Ford Administrative Building, Bennett was told to clean out his desk because his services were no longer required. The fifty-three-year-old pretender to the Ford throne retorted, "You're taking over a billion-dollar organization that you haven't contributed a goddamned thing to!" Bennett spent the rest of the afternoon burning his personal files before he left.

To avoid a protacted and ugly legal battle, Bennett was given a "no-show" position with the company at a nominal salary for eighteen months until he could get his thirty years in with the company. Then, he drew the standard retirement benefit of $424 per month. Upon leaving FoMoCo, Bennett remarked to the press, "I feel like I'm getting out of prison." Nobody felt sorry for him.

***

The inexperienced grandson of the company's founder brought in his brothers Benson and William Clay to help with the management of the world's largest industrial giant. To make their imprint on the company and impress the auto industry, the Ford brothers set their designers, engineers, and marketing men to the task of developing the car of the future with a nameplate to honor their late father called the Edsel.

In death as in life, Edsel Ford could not get a break. His name became synonymous with epic automotive failure. After that public humiliation, it was clear to Henry Ford II that the company needed reorganization.

In a November 11, 1960 press conference at FoMoCo's World Headquarters [the Glass House], Henry, the Second, now known informally as "the Deuce," announced that his company would undergo a reorganization. He was going to step down as president after only fifteen years holding that position and installed himself as chairman of the company's board of directors, as his grandfather Henry had done when he brought his son Edsel in as president in 1919.

Forty-four-year-old Robert S. McNamara was introduced as the corporation's new president. This marked the first time a non-Ford family member held that position. McNamara announced the formation of a separate Automotive Assembly Division to oversee the seventeen domestic Ford plants spread over twelve states to streamline management and improve production.

Named to head the division as vice-president and general manager was Lee Anthony Iacocca from Allentown, Pennsylvania. Iacocca announced that FoMoCo would be introducing new, fuel efficient compact models to compete with foreign imports and Chevrolet's popular Corvair Monza. His first success was the two-door Falcon Futura with contoured bucket seats, a center console, and carpeting. The Futura was powered by a lightweight, aluminum-alloy, four cylinder engine.

Lee Anthony Iacocca

Iacocca was a marketing and promotional expert. He pitched the Futura as the "compact cousin of the popular Thunderbird." Iacocca realized that to climb out of the industry-wide recession, FoMoCo needed to appeal to an emerging demographic--the female sector of young, independent women who were looking for a stylish, economical car that was easy to drive and park. 

Ford dealers were worried about depreciation and the trade-in value of economy cars. It was no secret that dealers made more profit on their high-end models like the Thunderbird and the Lincoln Continental. One argument against the shift to a compact line of cars was salesmen felt the smaller cars downgraded their image to their customers, and the smaller cars were not big enough to hold their sample and sales kits.

Always the promoter, Iacocca contended that their full-sized, luxury models were still available for status-conscious consumers and reminded them that FoMoCo built its reputation and legacy by providing low-cost transportation to the masses.

On April 21, 1961, Iacocca announced the huge success of 20,000 advance dealer orders for the upgraded Falcon Futura. Second quarter production increased by 51% which outran the industry average of 26%. That translated to 145,000 units built during the second quarter. FoMoCo plants were working three shifts to keep pace with orders. Iacocca's star began to rise.

Not content with being a one-hit wonder, Iacocca introduced the Ford Fairlane on August 25, 1961, as a mid-sized, economy car offering. Like the Falcon line, the Fairlane quickly found its audience helping FoMoCo break sales records. Overall Ford sales in 1961 reached their highest point since the Model T in 1925.

In April of 1964, Iacocca introduced the car that would enshrine him in the annals of automobile history--the Mustang. This time Iacocca targeted the enormous market of Baby Boomers, children born after World War II, who were entering the new car market for the first time; multiple-car families, a quickly growing demographic; and the increasing ranks of young, professional women. This was the right product at the right time. Mustang sales set a record pace of 152,000 units in the first five months of production.

Interest in the Mustang was so keen that crowds of people were drawn to FoMoCo showrooms across the country. Many car buyers walked out with the a new 1964 Thunderbird, whose sales rose 65% over the previous year. The Mustang had coattails.

Iacocca was clearly Ford's Golden Boy. Both Time magazine and Newsweek used his image for their cover stories on the Mustang miracle. It took some time to rise above the ranks, but on December 10, 1970, the Deuce promoted Iacocca to company president. 

Iacocca was a respected advertising man at heart who had no trouble talking before the press or pitching new ideas to his staff. His engineering team did preliminary planning and design work on two new products which Henry Ford II summarily shot down.

The relationship between him and Iacocca declined to the point that heated arguments broke out in the board room. Ford made it clear that it was his name on the building. On July 13, 1978, the Deuce dismissed Iacocca for the oblique reason that "sometimes you just don't like someone."

Iacocca was heavily courted by the Chrysler Corporation, which was struggling to survive for quite some time. They hired Iacocca as CEO [Chief Executive Officer] four months after he was fired from FoMoCo, making him the only man in history to lead two of Detroit's Big Three [GM, Ford, and Chrysler].

Iacocca lured several disgruntled Ford executives and engineers away from FoMoCo, along with his Mini-Max concept vehicle which the Deuce had rejected. It became reincarnated as the Dodge Caravan/Plymouth Voyager minivan which, along with the K-Car, saved Chrysler from bankrupcy, prompting the Deuce to remark, "Harry Bennett was the dirtiest, lousiest son-of-a-bitch I ever met in my life, except for Lee Iacocca." Nobody felt sorry for him.

The Tragedy of Edsel Ford 

The Spill the Honey Foundation and the Paintings of DeVon Cunningham

The Spill the Honey Foundation is an alliance of Jewish Americans and African Americans dedicated to using the arts to promote human dignity by advancing public awareness of the European Holocaust and American slavery. In addition, the group draws attention to contemporary social injustices and systemic oppression to advance cultural tolerance. They strive to spread dignity, goodness, and kindness among all people in a cross-generational effort to improve the DNA of the soul by countering racism and antisemitism.

This non-profit organization takes its name from the inspirational story of Eli Ayalon, a teenaged survivor of the Nazis. Forty years after maintaining his self-enforced silence after World War II, Ayalon shared the story of how his mother told him the family was going to be separated from the Warsaw Ghetto in Poland and send east to the concentration camps. She knew they would never see each another again.

Young Ayalon was allowed by the Nazis to leave the ghetto and return because he ran errands for their German oppressors. “When you leave tomorrow,” his mother told him, “never return. Never! Struggle to survive.”

His mother gave him a small, gauze-covered cup with some honey in it. “Eli,” she said, “honey sweetens the sting of hate. Close your eyes to see beyond the pain and suffering to celebrate the sweetness of life. Spill the honey.”

From this painful memory between a mother and son, Eli Ayalon went from being a survivor to becoming a messenger of hope. The Spill the Honey Foundation was inspired by the Jewish wisdom of Elizer Ayalon and the civil rights movement of Dr. Martin Luther King.

***

DeVon Cunningham and me in his art studio. [11/11/2021]

In 2018, the Spill the Honey Foundation under the direction of Dr. Sheri Rogers brought Detroit docuartist DeVon Cunningham on as art director to create a series of eighteen original paintings for display in each of the eighteen Holocaust museums nationwide.

The collection was scheduled originally for its debut at the Charles H. Wright Museum of African American History in Detroit’s Cultural Center in 2020. But due to Covid restrictions, the debut exhibition was cancelled. Mr. Cunningham is working to reschedule the exhibition while the collection is still intact.

Many of Mr. Cunningham's Spill the Honey paintings contain the melding of the Christian crucifix and the Hebrew Star of David to symbolize the underlying ties of both religious traditions. The Spill the Honey Foundation is a model to show how different communities can find common goals and work together.

The shape of the hexagon appears in several paintings as a unifying image linking the concept of the honeycomb, the bees, and the honey of the natural world to the goals of the Spill the Honey Foundation, which are to spread peace, harmony and justice, using college student ambassadors to bring the movement to young people.

Reconciling the inequities of history will not happen without bearing witness to the documented truths of the past—the good, the bad, and the ugly. I believe we owe future generations that much.

Shared Legacies trailer 

The Tragedy of Edsel Ford - Death by a Thousand Cuts

Edsel Ford

Unlike Edsel Ford's children, Edsel was not born in the lap of luxury. His father and mother, Henry and Clara, lived on the cusp of poverty while Henry invested every spare cent he could earn at the Edison Illumination Company in Detroit to develop his horseless carriage made of four bicycle wheels, a carriage frame, a tiller steering lever, an upholstered bench seat, and a two-cylinder, four horsepower, chain driven engine. He called his contraption the Quadricycle.

On June 4th, 1896 at the age of thirty-two, Henry Ford took the first of many test drives. Although he had no memory of it, his four-year-old son Edsel took his first ride in a self-powered vehicle. Ford quit his job at Edison in 1899 to focus on building automobiles and formed the Detroit Automobile Company. Two years later [1901], he formed the Henry Ford Company, and two years after that, he founded the Ford Motor Company [1903]. While Henry struggled to dominate the early automobile business, he and Clara lived in twelve different places before he had Fair Lane manor built in 1913 through 1915. Edsel was in his early twenties when the mansion was completed.

Ford's original quadricycle

Although his parents doted on him, Edsel's home life was anything but stable. As a child, Edsel went to a private grammar school in Connecticut and then attended Detroit University School, a local private college preparatory school. The family company was the most stability Edsel had in his young life. He grew up with the Ford Motor Company (FoMoCo) and would hang around the design and pattern shops on his school vacations where he became acquainted with master model-maker and Ford engineer Charles "Cast Iron Charlie" Sorensen. Sorensen, who over the course of his forty-year career with Henry Ford and his company, would become young Edsel's lifelong friend and mentor.

Rather than take the next step into a university education, Edsel made the decision to enter the family business at age eighteen. I'm sure his father prompted him to make this decision. Henry Ford was a no-nonsense, self-made man who was distrustful of university educated types. All of the early, key people in the company had come up the hard way like Ford did. But rather than break Edsel in on the grimy foundry floor or the assembly line, Ford sent his son to work in the business end of the operation in financing. Edsel never dressed less than sartorial [well-tailored]. His personal taste in clothing was impeccable in stark contrast to those he worked with, but his work ethic and integrity soon won over most people.

In 1915, James Couzens resigned as secretary/treasurer of FoMoCo in protest of Henry Ford's public, pacifist statements and pro-German sentiments while on a European "peace ship" mission. Edsel was the heir apparent and succeeded Couzens becoming the company's first finance director--a title made especially for Edsel. His father did not like titles for his excutives and preferred they be called simply "Ford Men." Henry Ford felt he could utilize and control them better if there was ambiguity in the management ranks.

The company's great chain of being had room for only one person at the top--Henry Ford. Despite that, Henry stepped aside in 1919, and Edsel became the president of the company while Henry remained on his company's board of directors. The elder Ford held over 50% of the company's stock. That was his trump card. With his son, Henry began a secret project which resulted in the development of a small block V-8 engine and the Model A, which saved the company from bankrupcy and the General Motors Corporation whose Chevrolet division was eating away at FoMoCo's dominance in the low priced market.

Here is where the plot thickens: A year after Edsel's management promotion, he married Eleanor Lowthian Clay [19], a socialite who was the niece of J.L. Hudson, the department store founder. The newlyweds did not want to live at the Fair Lane manor with Edsel's parents. The elder Fords were crestfallen. They had Fair Lane built especially with the thought of keeping Edsel under their wing. The manor was built near the banks of the Rouge River with a built-in swimming pool, a game room, a bowling alley, a billiards room, a boathouse, and a riding stable all designed with their son in mind.

According to Charles Sorensen in his autobiography My Forty Years with Ford, "Father and mother wanted to keep their only son close to them and guide his every thought.... Like all normal young people, Edsel wanted to be on his own to see and experience the world." Important people began to admire and respect the young executive which rankled his father who was jealous of anyone who seemed to wield influence with his son. "Henry Ford's greatest failure was expecting his son to be like him," Sorensen wrote. "Edsel's greatest victory, despite all obstacles, was in being himself."

The Edsel Fords made their first home in Detroit's Indian Village neighborhood on Iroquois Street where all four of their children were born: Henry II [1917], Benson [1919], Josephine [1923], and William Clay [1925]. In 1929, the Edsel Fords moved to Gaukler Point in Grosse Pointe with 3,000 feet of shoreline on Lake St. Clair and a walled-off, massive estate. Grosse Pointe was where wealthy and influential Detroiters lived, some residents with ties to Ford's arch competitor General Motors.

Henry II [the Deuce], Benson, Josephine, William Clay

The Henry Fords were nonsmoking teetolalers who disapproved of rumors of Edsel's riotous living, like attending cocktail parties and joining a country club. Edsel was being surveilled by Harry Bennett's men. It was being reported that Edsel was being corrupted by alcohol. The Edsel Ford's always kept a fully stocked bar in their home, even during Prohibition. Henry was distrustful of Edsel's new friends in Grosse Pointe, but Edsel chose his own friends and adopted a modernist sensibility apart from the fundamentalism of his parents.

With the help of his wife Eleanor, Edsel educated himself in the arts and literature and became an art collector. In contrast, Henry Ford was raised a farm boy with a sixth grade, rural education who was fond of saying, "A Ford can take you anywhere, except into society." He was wrong. This was the beginning of a serious riff between Edsel and his father.

Henry Ford put his controversial henchman Harry Bennett on Edsel's neck to disabuse him of the notion that he was actually the president of FoMoCo. It was clear to everyone that Edsel wore the mantle, but his father was the power behind the throne. Edsel had the title but not the scepter that went with it. Sorensen noted that "Henry could not let go, and Edsel did not know how to take over."

Harry Bennett with Henry Ford

Edsel always deferred to his father's edicts and allowed him to trample on his dignity, first with the company and later by tampering with the private lives of Edsel's family and inlaws, usually through the efforts of Harry Bennett. The elder Ford was primarily responsible for crushing his son's spirit. Ford believed his son was weak, and he blamed himself for overprotecting Edsel with the "cushion of advantage." For the sake of the company, Henry felt he needed to toughen the boy up.

Of his many transgressions against his son, the elder Ford found fault with anything Edsel wanted to do to make FoMoCo more competitive. Edsel wanted to modernize the company with college-educated executives, but Henry would not stand for that. He wanted his executives to start at the bottom and work themselves up the corporate ladder.

In 1919, Henry Ford bought the Dearborn Independent newspaper. At his personal direction, Ford instructed his editor William Cameron and his FoMoCo administrative assistant Ernest Liebold to begin a journalist rampage against the Jews and the International Banking Conspiracy. Edsel had many Jewish friends and implored his father to shut down his antisemitic screed. To compound matters, Henry Ford required his dealers to include a copy of the newspaper in every new vehicle sold resulting in lost sales. American Jews would not be caught dead buying a Ford car.

In 1922, many of the articles were compiled into a book called The International Jew, which sold well in the United States and found an enthusiastic audience in Germany. Thirty-three-year-old German militant Adolf Hitler kept a well-read, dog-eared copy of the book on his desk and had a signed photo of Henry Ford on the wall of his office. After losing a very public and expensive lawsuit, Henry Ford was forced to shut down the paper in 1927, but the damage had been done, much to the personal embarrassment of Edsel and Eleanor.

Another tramatic event for FoMoCo was the Battle of the Overpass on May 26, 1937 between underworld thugs hired by Harry Bennett and the United Auto Workers (UAW), who were distributing pro-union literature on the Miller Road pedestrian bridge leading into the Rouge Plant. Detroit News photographer James J. Kilpatrick, snapped a few quick photos and jumped into a waiting car to avoid a beating and a busted up camera. The photos appeared in the evening edition of the Detroit News, and by morning, it was picked up nationally and internationally.

Edsel was struggling with his health and wanted the company to settle the contract which had already been settled at General Motors and Chrysler Corporation. Henry Ford wanted to dig in and bust more heads. He gave Harry Bennett free reign and unlimited funds to break the UAW, which Ford believed was communist-inspired socialism. Clara Ford summoned Charles Sorensen to Fair Lane to ask, "Who is this [Harry] Bennett, that has so much control of my husband?" She did not like what she heard from Sorensen.

Clara Ford threatened her husband Henry with divorce and selling off her FoMoCo stock if a contract settlement was not reached immediately. That got the old man's attention, but Edsel was in no condition to negotiate, so in a stroke of twisted irony, Ford had Harry Bennett represent the company and settle the contract.

Clara Bryant Ford

In another blunder of epic proportions, Henry Ford was awarded the Grand Cross of the German Eagle for his 50th birthday in 1936 as a token of Adolph Hitler's admiration. The medal made of gold was replete with four Nazi swastikas. Mindful of its propaganda value, Hitler's two German representatives stood on each side of Henry Ford with the medal hanging prominately around his neck and had a publicity photo taken. The photo appeared in newspapers worldwide. Ford appeared sympathetic with the Nazi cause in Europe, prompting many Americans to again question whose side Ford was on and consequently losing FoMoCo business. Edsel Ford pleaded with his father to denounce Hitler publicly, but he would not relent.

Edsel was friends with Democrat President Franklin Delano Roosevelt, who Henry Ford despised as a socialist. When President Roosevelt asked Edsel Ford to get behind the World War II war effort, Edsel agreed to put the might of FoMoCo behind the war effort and vowed to do anything he could. Henry did everything he could to undermine the Willow Run bomber project fearing the government would take over his company, but after Hitler invaded Poland, Ford was forced to admit that Hitler was a dictator and enemy of the United States.

Along with plant manager Charles Sorensen and architect Albert Kahn, Edsel Ford dedicated the last years of his life to designing and constructing the largest bomber plant in the world which became the cornerstone of the United States' Arsenal of Democracy. The stress and strain of the job and the harassment by his father and Harry Bennett finally caught up with Edsel. In January of 1942, Edsel was operated on for stomach ulcers. The elder Ford believed his son only needed to "change his way of living." He thought his chiropractor could cure him. When surgeons opened Edsel up, they discovered incurable metastatic stomach cancer. Edsel Ford hung on for eighteen months but died at one-ten a.m. on May 26, 1943 from cancer and undulant fever brought on by drinking unpasteurized milk from Ford Farms.

B-24 Liberator Bomber

Although Edsel did not live to see the end of World War II, his boast of producing a complete B-24 bomber every hour was achieved. The Willow Run Bomber Plant and adjoining airport represent Edsel's greatest achievement against overwhelming odds where the stakes could not have been higher. His father's fame plateaued after the construction of the Rouge Plant; Edsel's fame rests squarely upon the miracle of the B-24 Bomber Plant. The elder Ford may have put America on wheels, but his son was instrumental in making the world safe for democracy and preserving the American way of life.

The Willow Run Story