cessor-Found in the Yellow Pages," Wall Street Journal, October 24, 1996. II. Bernard Cohen, The Press and Foreign Policy (Princeton, N.J.: Princeton University Press, 1963), p. I3. I2. For example, sociologist Allan Mazur claims, "Increased coverage [of risky technologies] not only makes the risk salient, but also turns public opinion in a negative direction, causing height- ened fear of technical hazards. There is by now considerable docu- mentation that public opposition to risky technologies rises and falls with the volume of reporting." See Allan Mazur, "Technical Risk in the Mass Media," Risk: Health, Safety Q Environment, vol. 5, summer 1996. 13. Hundt, p. 218. Notes Chapter 6 I. Armstrong presented his approach to corporate transformation in a speech to the "CEO Academy" sponsored by executive search firm Spencer Stuart on November 29, 2001. 2. Peter Elstrom, "New Boss, New Plan," Business Week, February 2, 1998. 3. G. William Dauphinais, Grady Means, and Colin Price, Wisdom of the CEO (New York, Wiley, 2000), p. 148. 4. In Armstrong's first months at AT&T, a number of writers wanted to document his approach to turning the company around. Some of these approaches led to published works, notably The Mind of the CEO, by Yale School of Management Dean Jeffery Garten (New York: Basic Books, 2001); Lessons from the Top: The Search for America's Best Business Leaders, by executive recruiters James Citrin and Thomas Neff (New York: Currency, 1999); and Wisdom of the CEO, by PricewaterhouseCoopers partners Dauphinais, Means, and Price. This quote is from a "pitch letter" by a consul- tant who requested anonymity. 5. Ibid. 6. Armstrong speech to the CEO Academy, November 29, 200I. Chapter 7 I. Leo Hindery provides a colorful rendition of this meeting in his book, coauthored with Leslie Cauley, The Biggest Game of All (New York: Simon & Schuster, 2003). 2. It was December 2003 before Time Warner became the first cable company to announce its intention to offer Internet-based tele- phone service on a broad basis, wo