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Mr. Bibbit, you might warn this Mr. Harding that I'm so crazy I admit to voting for Eisenhower.
Bibbit! You tell Mr. McMurphy I'm so crazy I voted for Eisenhower twice!
And you tell Mr. Harding right back — he puts both hands on the table and leans down, his voice getting low — that I'm so crazy I plan to vote for Eisenhower again this November.
--
Ch. 1

 

Ken Kesey

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Now, the United States’ response, the western response to this is a continuation of the appeasement that was started back in the ’50s with Eisenhower when Iran seized western oil companies. The Americans, the British, and the Israelis, as I remember, launched an attack to try to reclaim it and — or at least the British and the Israelis did and Eisenhower vetoed it.

 

Leonard Peikoff

 

It might be crazy to expect a high government official to speak the truth. It might be crazy to believe that government policy will be something more than the handmaiden of the most powerful interests. It might be crazy to argue that we should preserve a tradition that has been part of our tradition for most of our history — free culture.
If this is crazy, then let there be more crazies. Soon.

 

Lawrence Lessig

 

I fear I’ll do some damage
One fine day
But I would not be convicted
By a jury of my peers
Still crazy
Still crazy
Still crazy after all these years.

 

Paul Simon

 

Iranian president Mahmoud Ahmadinejad serves up a triple scoop of crazy, sprinkled with crazy, and topped off with warm crazy sauce.

 

Rachel Marsden

 

In The Hidden-Hand Presidency : Eisenhower as Leader, Greenstein attributed part of the public's discontent with presidential performance to the conflict built into the Constitution between the president's apolitical and unifying role as chief of state and his partisan and divisive role as head of government. … Eisenhower was able to bridge the built-in contradictions of the office and provide an effective leadership style. In his analysis of Eisenhower, Greenstein focused on three classes of variables: the personal properties of the man, his leadership strategies, and his organizational style. Eisenhower's political psychology exhibited antithetical qualities in public and private, a duality well suited for adapting to contradictory public expectations. His leadership strategies involved making his job as chief of state readily visible while covertly exercising much of his public leadership. In parallel fashion, his organizational style focused public attention on the formal machinery but left unpublicized his use of informal organization.

 

Dwight D. Eisenhower