![]() By examining the origins of the USFS and the National Park Service in relation to the Progressive Era and the Roosevelt Administration, we can understand the commonality of these two differing agencies that share the task of managing the Yellowstone ecosystem. The attempt to organize land management agencies for Yellowstone reflects the efforts of Progressives to create professional agencies to handle governmental issues such as the management of federal lands. This idea was unsuccessful, however, and Yellowstone remained under military supervision until the creation of the National Park Service in 1916 (an agency that Roosevelt fully supported). Roosevelt instructed Young to work on plans to create a civilian park guard however, Roosevelt later rejected this idea, and with Pinchot’s support, planned to place Yellowstone National Park under USFS control. Cavalry assumed the management of Yellowstone. Young, the park’s first civilian superintendent since the U.S. The following year, Roosevelt appointed retired army general S. In 1905, Theodore Roosevelt and Gifford Pinchot created the U.S. ![]() This movement was evident during the administration of Theodore Roosevelt and would have a lasting impact on the Yellowstone ecosystem. Throughout the Progressive Era, many professional governing agencies were created to regulate the basic economic and social needs of the American nation. This paper will examine Theodore Roosevelt’s involvement in the creation of professional governing agencies to manage the Yellowstone ecosystem in the spirit of progressivism. While every detailed case has limits, we note comparable instances and contend that this model applies broadly to broken partnerships in politics or other public domains. The transition from close interpersonal alliance to public distaste typically involves four stages that expand a rela-tional breach to an irreparable rupture: (1) personal grievance, (2) substantive disagreement, (3) public awareness, and (4) network activity. ![]() Our approach to public ruptures draws on a detailed case study: the broken alliance between presidents Theodore Roosevelt and William Howard Taft, a dramatic instance of changing master-prot eg e relationship. Extending the theories of interpersonal ruptures of Diane Vaughan and Robert Emerson to political domains, we take a relational approach to politics by emphasizing the centrality of the availability of reputational information, networks of supporters, and public displays of antagonism in response to affronts within systems of institutional power. Under what circumstances do close allies sacrifice their unity? By what process do bonds break? Although it might be argued that political ruptures are determined by incommensurable ideas (policies, philosophies) or by contentious personalities (temperament, character), we argue that neither explanation is sociologically sufficient. The bronze statue of Theodore Roosevelt, on horseback and flanked by a Native American man and an African man, which has presided over the entrance to the American Museum of Natural History in New.
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