The Missouri Miner: Editors-in-Chief: Greg Junge

Research Project: 100 years of
The Missouri Miner 1915-2015

Est'd. 1915, Fred Grotts, Founder

Greg Junge
EIC 1964-1965

GJ: Before I answer your questions, I want you to understand how I became Editor-in-Chief of the Miner. As a freshman I tested out of English, and I pledged Phi Kappa Theta Fraternity. The fraternity controlled the newspaper at that time. Hugh Murray, who was then Make-up Editor, saw that I tested out of English and asked me if I wanted to work on the paper. I didn't know; I didn't know what was involved; I didn't know anything about newspapers. Hugh told me that I would become copy editor, then make-up editor and then EiC. I thought he was joking. He wasn't. That's how I became Editor-in-Chief of the Missouri Miner.

RB: What were the biggest challenges you faced as Editor-in-Chief of the Missouri Miner?

GJ: The biggest challenge was writing editorials. I can remember agonizing over each word, knowing that people would be reading those words and, possibly, forming an opinion because of them. I learned that each word had a specific meaning and each phrase a nuance. This was where I learned how to communicate in writing. I had learned the rules and practices and vocabularies in classes, but this was where it all came together and meant something.

I don't remember any managerial challenges. It was a great learning experience; learning teamwork. We had a good organization in place and, as I recall, everyone did his job pretty well.

Another challenge was keeping my grade-point up, because I liked working on the paper more than I liked studying.

RB: What were your greatest accomplishments as Editor-in-Chief of the Missouri Miner? What issues were most important to you?

GJ: Just as the editorials were the greatest challenge, I felt they were also the greatest accomplishment. I can only remember one of them (a humorous account of trying to get my broken toe treated at the school infirmary), but I know that I took satisfaction in writing them.

RB: What "big" stories are most memorable to you and why?

GJ: The only big story I recall was the School's name change from Missouri School of Mines and Metallurgy to University of Missouri at Rolla. I believe we opposed the change.

RB: How significant a role do you feel you and the Missouri Miner played in campus life during your tenure as Editor-in-Chief?

GJ: I don't think it played a huge role. It was regarded as light information and entertainment. While other campuses around the country were becoming very active politically, most people at UMR just wanted to get their degree and get on with their life. This was when Vietnam was escalating, the draft was a major concern, people were burning draft cards, draft-dodgers were fleeing to Canada, flower children were moving to San Francisco, the cold war was at it's peak; but in Rolla, most people were concerned with DiffEq, Physics and Hydraulics.

RB: How did your time as Editor-in-Chief of the Missouri Miner help prepare you for life after college? What lessons did you learn?

GJ: As I said, my time as Editor-in-Chief taught me to communicate in writing. This was a great asset in my career. I know there were jobs and promotions I was chosen for because of my ability to, not only do the job, but to put it in writing. I guess, in a broader way, the ability to write clearly is the ability to think clearly. How can you place a value on that?

The experience was also a great lesson in teamwork. When I was Editor-in-Chief, each team member contributed and deadlines got met and papers were issued. There were parts of the management that I didn't even get involved in, because each member was doing his job.

Another lesson learned was the nobility of the person getting the work done. At that time the Miner was printed at May Printing Co. The printers and linotype operators were older men who knew their trade and treated their young college co-workers with friendship and respect. This meant so much to me. I learned to respect and value the person, craftsman, artisan, laborer who was actually doing the work.

RB: What was your staff like at the Miner?

GJ: The staff was great. The system that was in place was great for the people involved; I don't know how great it was for an outsider, who may have wanted to get involved. The system was that several fraternities controlled the offices, recruited for them, and provided back-up help if it was needed. So, everything went like clockwork.

RB: How would you describe your management style?

GJ: My management style was "clueless". I certainly learned some management lessons as I went along, but, mostly, the system carried me.

RB: Describe your relationship with the administration at UMR.

GJ: I don't remember having a relationship with the administration. We had a faculty advisor (I think his name was Mr. Molder) but he gave us free rein. We made fun of the Chancellor in our April Fools Edition, but it was taken in the spirit of fun, and there were no repercussions, or comments, or communications. I don't believe I ever had contact with the Chancellor during my time on the paper.

RB: Describe your relationship with Student Council at UMR.

GJ: The president of the Student Council was a fraternity brother and a good friend of mine. So, the relationship with the Student Council was mutually supportive.

RB: Summarize your thoughts and feelings about your time as Editor-in-Chief of the Missouri Miner.

GJ: As you can tell from all the above, I was a naive, green freshman, who was handed an opportunity to work his way into a great learning experience and a great life experience. I feel that my experience working on the Miner was at least as valuable to me as my experience in the classroom.