To Live Tomorrow
F.C.D.A
The Institute of Life Insurance
1955
In March of 1955,
President Eisenhower gave a press conference addressing the United States'
willingness to use atomic weapons, startling both political rivals and attending journalists with the directness of his speech. Responding to comments
made earlier by Secretary of State John Foster Dulles, Eisenhower compared tactical nuclear
weapons to bullets, reiterating his intention to use them in battle when the
situation would prove advantageous. When asked about the consequences
such a blunt position would have on the American population, Eisenhower replied
"The great chore you have here is to give people the facts, show them
what they (atomic weapons) can do without terrifying them. I have one
great belief, nobody in war or anywhere else has ever made a good decision if he
was frightened to death. You have to look the facts in the face, but you
have to have the stamina to do it without just going hysterical".
Placing a clip from this
press conference at the beginning To Live Tomorrow, the Institute of Life
Insurance took Eisenhower's words slightly out of context by interpreting them
as a call for a solid civil defense program as opposed to a firm message on
weapons usage. Initiated by this supposed theme of preparedness the film
follows an insurance executive on his train commute home. The fellow
passengers occupying the train car depict America as seen by the insurance
industry, Caucasian and middle class. Represented by a young mother and her
daughter, a teenaged couple, a business man, and the elderly, the passengers also
provide ideal clients for an insurance salesman. The executive's mind is
not on business, however, but still lingers on the subject of an earlier civil defense
meeting focused on the ways people react to disasters, particularly with
panic. The train begins to roll as a portly man with several cumbersome
bags squeezes into the crowded car. While the newest passenger mops his
brow, the executive takes note of other people's reactions to this minor
disturbance. Observing that people adjust to different circumstances with
varying degrees of emotion, the executive provides a flashback to a recent
family emergency.
"Here we sit,
possibly a cross-section of the people of America. But what would each of
us do if disaster suddenly overtook us? Some among us would succumb to
fear." Pondering this basic human reaction, the executive
recalls an incident in a movie theater he witnessed on a previous night.
Cutting to a popular show, an enthralled audience stares at the screen.
Out of the corner of her eye, one woman notices smoke curling up from a room to
the side of the screen. Her immediate expression indicates she is about
to shout in panic. Before the excited patron can relive the tragedy which
traditionally follows the yelling of "FIRE" in a crowded theater, the
manager intervenes and calmly announces the situation. A small fire broke
out but is well under control. Looks of relief spread across the faces of
the jittery audience when the manager politely asks them to move cautiously to
the exits. Dangerous panic is
avoided when level headed authority relays accurate information and provides
immediate instructions. When panic or apathy take over, a disaster situation can only grow
worse, but if met with a clear head and knowledgeable actions, then most
emergencies can be dealt with before they become serious.
"That
boy and girl, probably high school kids, drilled and re-drilled from the day
entered our schools on what to do in the event of fire."
Glancing back to the young couple sitting behind him, the executive makes note
of their innocent nature. He also relates a report he recently read
concerning a resourceful school teacher who blocked the normal exit his class
was to use during routine fire drills. Cutting to a classroom setting,
children get up from their desks and move towards a side exit while a loud
alarm clangs in the background. The teacher looks on as groups of
students mill about the locked door, unsure of where to go. This
continues, wasting precious seconds needed for escape, until one boy stands on
a chair and directs his classmates towards another exit. The boy makes
certain each child makes it out of the school while his teacher nods
approvingly.
Returning to the train car, To Live Tomorrow focuses in on the executive's face
before cutting to stock footage of several disasters including floods, tornadoes,
and large factory fires. Without the leadership that arose in the
presented situations, the executive somberly relates, the death toll would have
risen dramatically. Glancing once more at his fellow passengers, the
executive wonders what the people will do in time of emergency. As the
film clip above shows, the executive delves into his imagination to see what
reactions would give way in an emergency on the train. Left to their own devices, the passengers demonstrate that panic and rumor will take hold and the conductor's intervention cannot come quickly enough. Viewing this "cross-section" of American life, the executive's message becomes clear, civil defense needs more conductors.
The Institute of Life Insurance
1955
In March of 1955,
President Eisenhower gave a press conference addressing the United States'
willingness to use atomic weapons, startling both political rivals and attending journalists with the directness of his speech. Responding to comments
made earlier by Secretary of State John Foster Dulles, Eisenhower compared tactical nuclear
weapons to bullets, reiterating his intention to use them in battle when the
situation would prove advantageous. When asked about the consequences
such a blunt position would have on the American population, Eisenhower replied
"The great chore you have here is to give people the facts, show them
what they (atomic weapons) can do without terrifying them. I have one
great belief, nobody in war or anywhere else has ever made a good decision if he
was frightened to death. You have to look the facts in the face, but you
have to have the stamina to do it without just going hysterical".
Placing a clip from this
press conference at the beginning To Live Tomorrow, the Institute of Life
Insurance took Eisenhower's words slightly out of context by interpreting them
as a call for a solid civil defense program as opposed to a firm message on
weapons usage. Initiated by this supposed theme of preparedness the film
follows an insurance executive on his train commute home. The fellow
passengers occupying the train car depict America as seen by the insurance
industry, Caucasian and middle class. Represented by a young mother and her
daughter, a teenaged couple, a business man, and the elderly, the passengers also
provide ideal clients for an insurance salesman. The executive's mind is
not on business, however, but still lingers on the subject of an earlier civil defense
meeting focused on the ways people react to disasters, particularly with
panic. The train begins to roll as a portly man with several cumbersome
bags squeezes into the crowded car. While the newest passenger mops his
brow, the executive takes note of other people's reactions to this minor
disturbance. Observing that people adjust to different circumstances with
varying degrees of emotion, the executive provides a flashback to a recent
family emergency.
"Here we sit,
possibly a cross-section of the people of America. But what would each of
us do if disaster suddenly overtook us? Some among us would succumb to
fear." Pondering this basic human reaction, the executive
recalls an incident in a movie theater he witnessed on a previous night.
Cutting to a popular show, an enthralled audience stares at the screen.
Out of the corner of her eye, one woman notices smoke curling up from a room to
the side of the screen. Her immediate expression indicates she is about
to shout in panic. Before the excited patron can relive the tragedy which
traditionally follows the yelling of "FIRE" in a crowded theater, the
manager intervenes and calmly announces the situation. A small fire broke
out but is well under control. Looks of relief spread across the faces of
the jittery audience when the manager politely asks them to move cautiously to
the exits. Dangerous panic is
avoided when level headed authority relays accurate information and provides
immediate instructions. When panic or apathy take over, a disaster situation can only grow
worse, but if met with a clear head and knowledgeable actions, then most
emergencies can be dealt with before they become serious. "That
boy and girl, probably high school kids, drilled and re-drilled from the day
entered our schools on what to do in the event of fire."
Glancing back to the young couple sitting behind him, the executive makes note
of their innocent nature. He also relates a report he recently read
concerning a resourceful school teacher who blocked the normal exit his class
was to use during routine fire drills. Cutting to a classroom setting,
children get up from their desks and move towards a side exit while a loud
alarm clangs in the background. The teacher looks on as groups of
students mill about the locked door, unsure of where to go. This
continues, wasting precious seconds needed for escape, until one boy stands on
a chair and directs his classmates towards another exit. The boy makes
certain each child makes it out of the school while his teacher nods
approvingly.Returning to the train car, To Live Tomorrow focuses in on the executive's face
before cutting to stock footage of several disasters including floods, tornadoes,
and large factory fires. Without the leadership that arose in the
presented situations, the executive somberly relates, the death toll would have
risen dramatically. Glancing once more at his fellow passengers, the
executive wonders what the people will do in time of emergency. As the
film clip above shows, the executive delves into his imagination to see what
reactions would give way in an emergency on the train. Left to their own devices, the passengers demonstrate that panic and rumor will take hold and the conductor's intervention cannot come quickly enough. Viewing this "cross-section" of American life, the executive's message becomes clear, civil defense needs more conductors.