The Ogden standard. [volume] (Ogden City, Utah) 1902-1910, 1909-04-26
HOW BASEBALL PLAYERS
WIN THEIR GAMES

A writer on baseball in the "Amerl-
can" recalling quick work on the dia-
mond, says:
The quickest thinking l ever saw on
a baseball field was done by Tommy
Mccarthy, the Boston outfielder OF
years ago. He made play that called
for such rapid thinking that he would
have tangled up Professor Munster
berg's instruments. Tom Browne, one
OF the speediest runners that ever
played baseball. was on second base
and New York needed one run to tie
the score. Jack Doyle. then a great
batter was at bat, and 1t semed GER
tain that a base hit by Doyle would
tie the score and perhaps win the
game, as there was but one out and
Browne was so speedy he could score
from second base on almost any kind
Of a safe hit Mccarthy crept closer
to the infield in left, realizing that
although he could throw with wonder
full rapidlty and accuracy, the chances
were all against throwing Browne out
at the plate unless he was close and
the ball came to him quickly. Doyle
drove a hard line hit straight to the
left field, Browne went scuddiDg to-.
ward third base, Doyle raced for first
and Mccarthy plunged forward at top
speed The fielder reached the ball on
its first bound. grabbed Ii and without
stopping or looking threw with terrific
force and perfect aim across the dia-
mond into the first baseman's hands
Browne had stopped at third base,
Doyle, who had turned first with the
intention of sprinting to second, was
caught standing still ten feet from
first The next batter went out on
fly ball and Boston won the game,
After the game | asked Mccarthy
concerning the play. We'll" he ex-
planned, Browne is quick thinker.
He saw how hard that ball was hit
and knew he would be thrown out at
the plate unless ! fumbled. Doyle
doesn't think very fast and knowing
that he would turn first and stop TO
see IL / was throwing home, I threw
across to first and caught him"
He figured that out while the ball
was screaming through the air toward
him, probably reaching his conclusions
and making the decisions in, four-6fths
of u second.
But the victories that arc won and
lost by fast individual thinking are
few compared with those won and lost
by the managers who direct the plays.
Managers spend hours figuring plays,
situations and calculating days and
'even weeks ahead on their pitchers
using those they deem effective in one
series, saving up others for coming
battles, and planning new tricks and
new plays. Before each game the
manager and his players. especially
his pitchers, go over the characters
tics of the players of the opposing
teams. OF course, with veteran teams
and with pitchers who have been
through many hard campaigns, this is
unnecessary. The study OF pitchers
his own as we'll as those Of the other
fellows the chief duty Of manager
He must know their condition, their
superstitions, their courage, nerve in
the face OF trying circumstances, what
batters they have on their string"
and what one has something on
them" He must change batting or
ders to meet emergencies, drag left
handed hitter out TO let right handler
pttl dSoiucN ohS PitehSi, olu d ii6nI
handler out TO put a left handler in
against another.
During the progress of a game the
manager. both on the field and the
bench. directs all plays. moves his
men around, instructs each batter
what he is to attempt, signals to
coachers on what ball or strike base
runner is to attempt n steal or hit
and run" and frequently he issues
three or four orders from the bench
to one batter, trying to "ortguess the
other fellow"