AMID THE sound and fury, H.D.S. Greenway’s well-reasoned Oct. 6 oped “Don’t assume the worst about Iran’’ proves some Americans still have a thoughtful view of history and current realities. I, too, share concerns about proliferation, but let’s consider a few facts here. For one, the US track record is not exactly reassuring to Iranians. America toppled one democratically elected leader, installed a brutal dictator (the shah), gave Saddam Hussein intelligence to target Iran with chemical weapons, supported violent opposition groups, and until a few months ago threatened war.
Iran is literally encircled by US forces, with air bases to the north and west, the Navy’s Fifth Fleet to the south, and hundreds of thousands of troops in Iraq and Afghanistan to the west and east. And nobody seems to have the courage to rein in Israel, which has assaulted several neighbors and long operated a covert nuclear weapons complex, but rails about the evil intentions of Tehran’s nuclear program. The Pentagon, fearing a conflagration, rebuffed a recent Israeli plan to attack Iran with American bunker-buster nukes, but both still issue ominous threats.
ALEX PAPALI
Boston
Yes, each makes a differential contribution. This should be reflected in their base salaries. But when it comes to bonuses based on the firm’s performance, let each share the same percentage. To make a difference, this percentage should be about 12 percent in a good year. Smaller percentages have little impact; larger ones such as those received by top managers have led to our current fiscal problems. In dollar terms, the differential will be there, but each will be rewarded for the firm’s success. This seems like a good norm.
MARTIN G. EVANS
Cambridge
The writer is professor emeritus of the Rotman School of Management, University of Toronto. 
