It is about 10 o’clock in the morning, the Florida sun is already heating up, and I am standing outside a closed gate at the New York Yankees’ Fort Lauderdale training camp. I give the security man my name and tell him I have an appointment with the Yankees’ PR director, Ken Nigro. The guard does not move. It is clear to him that I’m trying to pull some kind of fast one. I reach into my pocket to produce the working-press card issued by the New York City Police Department. My picture is on it. In color.
The guard reaches two fingers through the fence for the card. He looks several times at it, several times at me, but he does not open the gate. Neither does he return the card. Carrying it with him, he walks the 15 yards to the press trailer. A moment or two later, he emerges, opens the gate just barely wide enough to admit me, and hands back the card. “They’re expecting you,” he says. He sounds disappointed.
Waiting inside the trailer, already typed out on the reception desk, is the little pink pass that will admit me to the field, clubhouse, press box, etc. for the duration of spring training. Nigro is there too. Tall, whippet-thin, and with a haircut that could pass for punk if it wasn’t vaguely military, he takes two rapid steps backward as I enter his office. Eventually he recovers and shakes my hand almost as though he didn’t believe it carried a communicable disease. We talk politely for a minute or two, and I ask him for a media guide. Though these pocket-sized fact books were once, years ago, more-or-less internal documents distributed only to the media and other baseball clubs, most teams now print them up by the tens of thousands and sell them as souvenirs. The Yankees’ costs five bucks at the Stadium, six by mail. Nigro hesitates, finally unclasps a trunk near the door, and removes one. “You’re very lucky,” he says, “we have only a few left.”
I thank him, consider offering to shake his hand again but decide I don’t want to unnerve him, and start to leave the office. “One thing,” he says, “just a word to the wise.”
“You’re interested in Billy Martin, right?”
“I wouldn’t ask him any questions if I were you. He can be, er, difficult.”
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It is a truism of administrative theory that the speed of change in any organization is inversely related to its complexity. When Jimmy Carter wanted to send peanuts to market, they went; when he tried to counter Pentagon procedures, nothing happened. Major league baseball clubs — front offices, farm teams, scouts, players, coaches, agents, broadcast subsidiaries, union reps — are relatively complex entities; though the advent of free agency made it possible to work significant year-to-year changes in the players’ roster, organizational character yielded only grudgingly. Even in the darkest days of the Horace Clarke era, the Yankees’ off-field personality was as patrician and imperial as it had been in their days of greatness. The imperialism remains to some degree (in most spring training camps, security consists of a retiree tilted back in a folding chair), but the essential hallmark of the Yankees has changed in the decade since George Steinbrenner purchased the club in 1973. By now, at every level in the organization — from the guard at the gate to the principal owner in his private box —the Yankees are marked by a broad streak of paranoia.
Before getting into definitions, I should point out that it is not necessarily a bad thing for an organization to exhibit symptoms of paranoia. Within the United States government, for instance, there are several thriving bureaucracies that are supposed to be obsessed with the notion that someone — the Russians, the Cubans, the Yippies — is out to get us. That is their job, and as long as some countervailing force keeps their twitching fingers off the launch button, it may even be a useful one. Paranoia becomes dangerous or self-defeating only when when it achieves the kind of dominance it has with the Yankees.
Clinically, paranoia can be defined as a malfunction marked by systematized delusions of grandeur (“I am the pope”) or of persecution (“The media are out to get me”). Authorities generally recognize that, except in a schizophrenic state, the disorder can coexist with an otherwise intact mental and psychological condition. Paranoia can involve hallucinations (“See that short man in the lavender suit over there? He’s one of them”), but as a garden variety neurosis, it involves problems interpreting reality, not perceiving it.
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Thus, on the afternoon of March 25, when the Yankees were trailing the Expos 5-2 in the bottom of the eighth, approximately 7000 observers were in general agreement that Roy Smalley’s leadoff line drive to right field was perhaps trapped, rather than caught, by the Montreal outfielder. The umpire thought not, however, and as Smalley chugged into second with an apparent double, he signaled that the ball bad been caught. George Steinbrenner, standing surrounded by reporters in an area along the rightfield line near the Yankee club house, disagreed. “Schmuck,” he shouted (registering unhappiness, disappointment, and grief). Then, as reporters dutifully transcribed his words, he continued, “This happens every spring. The damn National League umps are all homers. [NL president Chub] Feeney tells them to give close calls to the National League teams” (thereby registering paranoid belief in a conspiracy).
Steinbrenner’s charge, being news, was duly reported, and as might be expected, caused some raised eyebrows in the commissioner’s office. Steinbrenner responded neither with a denial nor an apology, but by promptly banning all reporters from the area in which he’d been standing (thereby positing Conspiracy B). The ban, creating the George Steinbrenner memorial zone of silence, was enforced by two uniformed Fort Lauderdale police. Throughout the game, though Steinbrenner never deigned to enter the quarantined area himself, he periodically craned forward from the owner’s box to make sure it was clear of reporters.
There are a couple of points to be made here. First, paranoia is an organizing principle, imposing order (the umps are out to get me) on chance (working with only a three-man crew, they blew the call). To invent, and reinvent on the spot, an explanation for every event which leaves one never at fault, always a victim, is hard work and demands a creative intelligence. It is, for instance, just barely imaginable that Feeney told his umps to be biased — though it is hardly likely he would think this the ideal way to get them ready for the National League season.
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Second, the existence of real power makes it considerably easier to sustain one’s paranoid delusions. First, Steinbrenner indicted the reporters as co-conspirators in the attempt to embarrass him, and then, by banning them from the area in which they’d been watching late innings ever since the Yankees moved to Lauderdale in 1962, he proved they were part of it (see Richard Nixon, Daniel Ellsberg, and “national security”). Otherwise, he’d have let them stay there, right? He’s a rational guy.
When things aren’t going as he demands, Steinbrenner vents his feelings of betrayal by scattershot attacks, often villifying the players’ he’s spent millions on. His impulsive decision to trade away Bobby Murcer after a pop up was an early example; last year’s repeated remarks that Winfield wasn’t a superstar like Reggie indicates he hasn’t changed much. Indeed, during 1982’s rotating circus of managers and pitching coaches, the Yankee clubhouse was often as sullen and suspicious as the principal owner himself. Long before they became a fifth-place team, the Yankees had started acting like one.
This spring — only partly, I think, because it was spring — the team seemed more relaxed, A slumping Cerone could work on his stance with Pinella, and Murcer could terrify a hungover player with the spurious news that he’d be dh’ing during the afternoon’s game. Winfield seemed particularly at ease and secure in his role as the team’s acknowledged leader. “A lot of it,” he said, “is that Billy protects us from George. Not in any direct sense, maybe — though I think he’ll do that too, if he has too — but that he acts as a lightening rod.” Winfield broke off to guffaw as another player, reacting to the deaths in the Lippizanner stables, shouted across the room to the trainer’s office, “Hey, Gene. If that stuff kills horses, how come it only makes Willie’s lip sore?” then continued: “This year when George wants to scream at someone, he’ll scream at Billy and just let us play baseball.”
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Billy Martin, the likely target for Steinbrenner’s predictable rages, has been a favorite victim of authority for much of his life; after the famous Copacabana incident in 1957, you can bet it wasn’t Ford or Mantle the Yankees traded. Now nearing the age of 55, he has all Steinbrenner’s intelligence and eye for conspiracy, but only he (occasionally) believes he has Steinbrenner’s power. Martin is often fond of pointing out to his players and to reporters that he’s both “a man and a manager.” As a man, he manifests all the characteristics of negative paranoia — every fight he ever got into was the other guy’s fault; every baseball job he’s ever lost was because people poisoned the owner against him — but as a manager, he makes the paranoid mindset work for him.
The concept of “positive paranoia” was first discussed by Andrew Weil in his 1974 book, The Natural Mind. Weil argued that paranoia, usually treated as a unitary phenomenon, actually had two parts — first, the imposition or discovery of a pattern in random events, and second, the interpretation of that pattern as hostile. Citing work done at San Francisco’s Mt. Zion Hospital during the Haight-Ashbury heyday, Weil noted the existence of a significant number of people who exhibited the typical paranoid’s obsessive drive to explain every single blot in even the most complex Rorshach test, but who appeared to believe, quite happily, “that the universe is a conspiracy organized for their own benefit.” In sports, such a tendency is called “a winning attitude.”
To watch a Billy Martin training camp is to discover the positive side of paranoia at work. To the occasional observer, baseball often appears a collection of random events — hit a round, spinning ball with a round bat and who knows where the damn thing will go? — but winning teams win precisely because they can impose a pattern on that randomness. Offensively, they hit behind the runner or execute the squeeze; defensively, the best teams have a coordinated, routine response for virtually every situation. There is no predicting, for instance, the precise way a bunt attempting to move a runner from first to second will roll, but the defensive response — the first and third basemen charging, the second baseman covering first, the shortstop covering second, the left fielder breaking toward third — is designed to incorporate the random roll of the ball into a pattern determined by the team in the field.
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To create such patterns — to imagine and neutralize virtually anything an offensive team can do — is to exercise positive paranoia, and Martin’s teams practice these routines endlessly and inventively: runners on first and third, no out, and the batter pops a foul near the stands behind first base. What is the play?
The intuitive play, of course, is for the first or second baseman, whichever catches the ball, to heave it home and prevent a run from scoring. The problem is that a throw from short right field to home may he wasted if the runner on third is only bluffing, and will allow anyone but Rusty Staub to tag up and go from first to second, putting two runners in scoring position and eliminating the prospect of a routine double play. Most clubs defense the pop foul, then, by having the pitcher run to a spot on the direct line between where the foul is caught and home plate and act as cutoff man. Martin, instead, has the pitcher break directly for first base, and drills his fielders to fire the ball directly to the inside corner of the base. This pins the runner on first, obviously, but it eliminates the prospect of a direct throw home. Does it work?
Coach Don Zimmer is positioned near the boxes behind first, tossing pops into the air and letting either Don Baylor or Willie Randolph call for the ball. As he tosses it, Bob Shirley races from the pitcher’s mound to first base. At the precise moment the ball is caught, Jerry Mumphrey, perhaps the fastest Yankee regular, tags up at third and tries to score. Time after time, Shirley’s relay to the catcher nips him. The drill, with different runners, fielders, and pitchers, goes on for almost 20 minutes.
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“You set up the play that way,” says Martin later, “to make their first base coach play defense for you, and you practice it with a fast runner on third to convince everyone it’ll work. If a player not only knows what to do, but believes it’s what he should be doing, he’s gonna do it right 99 times out of a 100. On a play like that, if anyone stops to think — Willie, the pitcher — the runner scores, so you drill and make it as routine as the pitcher covering first on a grounder.”
How often, during the course of a season, does the situation they just practiced come up? “Maybe only three or four times a year,” he says, “but maybe a dozen or so. Maybe three times in one game. But even if it’s only once, you fuckin’ well better be ready for it.”
Martin, pretty much an autodidact since high school, is a Civil War buff, and military thinking is the paradigm of positive paranoia. Conceive a strategy, devise tactics, drill, and execute. And, of course, the enemy is out to get you.
In baseball, the other team is out to win, so field generalship is an appropriate mode. Roy Smalley, nine years in baseball and going through his first full spring with Martin, talked about the system: “There’s more money here, first of all, which means more coaches to work with you, which means more time actually to practice, instead of just taking infield or bp. There’s an attention to detail here that I’ve never seen anywhere else, except maybe a little with Gene Mauch.
“But I think Billy’s real genius as a manager is that he knows what to do with a particular team. At Oakland, he had to steal every run he could get, so he invented Billy Ball — you guys named it that, he didn’t. But with this lineup, he can afford to wait for the big inning, so he’ll be more conservative, stealing a run only when he has to, or just enough to keep the other guys off balance. I mean, even though we’re loaded with power, he’s made damn sure that everyone knows how to squeeze.”
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The threat works for him. Leading the Dodgers 1-0 in the seventh inning of a game at Vero Beach, the Yankees load the bases off Fernando Valenzuela on a single, an error, and a walk. With the bottom three hitters coming up, everyone in the park is thinking Billy Ball, and the corners move onto the grass and toward the foul lines. But Andre Robertson swings away and lines a single to right through the hole where the first baseman might have been. The corners move back as Otis Nixon comes up swinging. He tops a ball toward third, and Valenzuela has to field it, too late for a play. With pitcher Shane Rawley, who may not lift a bat again all year, in the box, the infield moves in again. But even Rawley swings, sending a grounder neatly through the too-wide gap between third and short. By the time the inning is over, the Yankees lead 8-0.
After the game, Martin laughed about the sequence. “That’s what you call Billy Bull, right? If they know you’re capable of executing the squeeze — and if they know you’re willing to do it — they’ve got to defense it. As soon as they do, they give you a bunch of other options.”
Though Martin’s Yankees will often be able to wait for their power to carry them, they will probably not be staid. Throughout the spring, they worked on a complicated decoy double steal involving the runner on first apparently slipping as he broke for second, and drawing a throw that would let a runner on third come home. It is perhaps a little too tricky, and after a game against the Expos during which Nettles ran directly into the waiting arms of the Montreal catcher, Martin was a little testy. “Nettles worked it right,” he insisted. “Mumphrey just got a little too far off the base.”
But what was supposed to happen?
“Listen, it’s supposed to be a surprise play. How can it be a fuckin’ surprise if you put it in the paper?”
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Martin’s attitude toward the press is complex. He is extremely sensitive to the fact that they can be his allies — tacitly agreeing that certain things are “automatically” off the record — and he cultivates the beat reporters assiduously. As spring training wound down, for instance, everyone was involved in the who’ll-make-the-team guessing game; Martin leaked the final roster to the regular reporters 24 hours before it was officially released. He was able to do this, of course, partly because be knew them and trusted them enough to know that one of them wouldn’t rush up to Butch Hobson and ask how it felt to be cut while Hobson was still hoping to make the team. In that sense, it’s easy to explain the way Martin works with the regulars, but nothing (except, perhaps, suppressed resentment that he does have to be nice to the major dailies) can quite explain the occasional cruelty he shows to other journalists. An hour or so before a Lauderdale game against the Astros, Martin was sitting in the dugout talking with me and a Newsday reporter, when a puppy-dog of a kid bounced up. “Excuse me, Mr. Martin ” he said, “I’m with the Pace College newspaper, can I ask you a few questions?”
“Sure, sit right down here next to me and ask away.”
The kid got his tape recorder working and began with the obvious roster question: “I’m going to tell all the writers that at the same time,” Martin said. The kid tried to rephrase it, “Didn’t I just tell you I was going to tell all the writers that at the same time?” Flustered, and without the experience to slide to another subject, the kid sort of burbled about how many pitchers the Yankees might carry. Martin looked at him like he was dogshit: “If I answer that, it’ll make three times I’ve told you the same thing. Twice is enough, isn’t it?” His ears red with embarrassment, the kid shut off his recorder and got up. “Right, thanks Mr. Martin. Have a good year.” “Sure, same to you …” and as the kid walked away, he continued, “… asshole.”
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Logically, Martin was right. A half-dozen reporters had been working for a month to figure out the answer to those questions, and he was hardly going to stiff them and give it to a kid on a daypass, but the combative, bullying nature of his response was surely not a matter of logic. When things are not going as he wants — when they aren’t fitting the pattern he’s designed — Martin can be weirdly short-fused.
Still, though I don’t believe that someone else started every fight he ever got into (and if you believe Martin’s explanation that he offered to bet the famous marshmallow salesman $300 to a penny that he could kick the salesman’s ass in order to avoid a fight by making the salesman leave him alone, I hope the Easter Bunny brought you lots of candy), it’s clear that Martin’s rep has made him something of a target. A Fort Myers cop who was on crowd control duty when Martin arrived for spring’s final game said, “At first I didn’t recognize him. He was wearing a cowboy hat and had an attractive young woman in the car with him, but he made a couple of jokes and seemed in a real good mood. When he got out of the car, he was signing autographs for all the kids and laughing. But out of nowhere, this one guy — a pretty big guy — started shoving him and shouting at him. Martin shoved him back once — not hard, just to get him away — and I had to grab the guy and lead him off.” If the cop hadn’t been there, headlines again.
In general, most of the players appreciate Martin’s readiness for at least a metaphorical fight. Bob Shirley, who came to the Yankees as a free agent during the off-season, may feel differently now that he’s been dropped from the starting rotation after a single bad outing, but in Lauderdale, he was full of praise for Martin. “I’m really looking forward to playing for him. San Diego, and especially Cincinnatti last year, it was almost like nobody cared what happened. You win, you lose, you get a bad call … so what. Billy’s different. He wants to win, he wants you to win, and you know that if anything goes wrong, he’s a hundred per cent on your side. You know the fielders are going to be making the plays, too, because they know how much be wants to win. Everything is going to be different this year.”
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Well, yes and no. There is no questioning Martin’s will to win — barely able to stand up straight after an attack of food poisoning that struck down 15 Yankees after their New Orleans road trip, Martin managed to lurch up from the trainer’s table and chew out Rudy May for having walked six and hit one batter during less than an inning of a B-squad game — but there are limits to will power. Despite their strong spring, the Yankees starting rotation remains shakey, and Baltimore has to be the division favorite. Belief can carry a galvanized team of college kids through a short tournament, but it’s unlikely to sustain professional athletes over a 162-game season; they know too much.
And like all neuroses, paranoia — whether positive or negative — exists because it serves the function of making reality easier for the neurotic to deal with. The intellectual struggle involved in fitting external events into a preconceived pattern pays off by providing a coherence that lets the paranoid function with consistency — and often with brilliance. Over time, however, not even the most fertile imagination can keep pace with the curve balls life throws; at that point, either the systematization stretches so far that it tips over into a psychotic creation of unreality or the paranoid is forced to abandon it, often sinking into deep depression. Given good breaks, Martin may be able to sustain his positive paranoia over an entire season, but, it seems inevitably to crumble over time. As Maury Allen wrote in his 1980 bio, Damn Yankee, “The scouting report on Martin said he would have one personality for the first year of his managerial career and another — “uglier, meaner, and more sarcastic — later. He would play to the press in his first season, buddy up with the players, drinking socially and laughing with them about common enemies, the press and managment, and charm the fans. Things would change later as his own insecurities would surface, his own ego would take hold, his true nature would spring to the fore.”
The difference between the 1981 and ’82 seasons with Oakland provide the most recent demonstration that Allen was right about the superficial pattern, but he’s wrong to suggest that the ugly Martin is “truer to nature” than Billy the Good. The natures are one and the same; it is external events that determine which dominates. All the things which have made Martin the best dugout manager in the game, year in and year out, contribute to his apparently inescapable loss of control. Every game in which Martin and his teams are able to control chance within the boundaries of the playing field leaves him more vulnerable to the breakdown when off-field events remind him how little control he really has.
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Injuries, throughout his managerial career, have driven Martin round the bend. Prior to the famous “One’s a born liar, the other’s convicted” remark that led to his first departure from the Yankees in 1978, Martin had been trying to buy time with a jury-rigged team. Three starting pitchers (Hunter, Messersmith, Gullet) and his best long reliever (Tidrow) couldn’t throw. His double-play combination (Dent and Randolph) was out, centerfielder Mickey Rivers fractured his hand, and catcher Thurman Munson was so crippled by cysts it pained him even to squat behind the plate. The same ability to see patterns that makes Martin a great manager began to give him the creepy crawlies. The only explanation for all these events was a more sinister kind of pattern. It was Reggie’s fault, or George’s, or even Henry Hecht’s. Or maybe, in an unholy conspiracy, all three of them: “The press made it so much harder for all of us,” Martin has written. “Henry Hecht of the New York Post was the worst, … he’d try to pit player against player, or a player against me, or me against George. He’d do that all the time.” Eventually, preoccupied by the plotting he knew was going on in the clubhouse and the front office, Martin lost his grip on what was happening on the ballfield. He begin issuing confusing instructions to the bullpen, at one point telling Sparky Lyle just to get up and soft toss and a minute later calling to find out if he was ready to go into the game.
In another setting — one where the owner wasn’t already preoccupied by his belief that the manager, the press, and the players were part of the conspiracy operating against him — it is possible that Martin could survive his various crises. He didn’t make it through Oakland’s sore-armed 1982, it’s true, but one can at least imagine a setting in which he could simply hold on for a while, then gradually recover. That situation does not exist with George Steinbrenner’s Yankees, and for the sake of the players — for Martin’s as well — one wishes Mumphrey, Kemp, Nettles, Smalley, and Gamble an exceedingly speedy recovery. ♦