In 1915 American industrialist and business magnate Henry Ford launched an amateur peace delegation aimed at stopping the First World War raging across Europe. Although it turned out to be disaster rand subject to ridicule, the mission offers an important example of the unorthodox ways in which private citizens have sought to broker peace.

Felix Debieux explains.

A December 1915 Punch cartoon "The Tug of Peace". It ridicules Ford’s peace mission to Europe.

When we think about ‘diplomacy’, a number of images spring to mind. Official-looking statesmen in grey suits, facing off across long tables as they discuss the terms of treaties, ceasefires and trade. This image is a narrow one, and places a great deal of importance on the work of nation states. We might call this ‘Track One’ diplomacy, that is to say the kind of diplomacy conducted in official forums by professional diplomats. There is, however, a second track. Indeed, ‘Track Two’ diplomacy – sometimes referred to as ‘backchannel diplomacy’ - refers to the non-governmental, informal and unofficial diplomacy of private citizens, major corporations, NGOs, religious organisations and even terrorist groups. 

Easily overlooked, this second track has sought to shape major historical events – often at times where government-to-government diplomacy is perceived as inadequate, ineffective or to be failing in some way. This was certainly the case with American industrialist and business magnate Henry Ford, who in 1915 launched an amateur peace delegation aimed at stopping the First World War raging across Europe. Although it turned out to be complete disaster ridiculed mercilessly by the contemporary press, the mission offers an important example of the unorthodox ways in which private citizens have sought to broker peace.


A humanitarian industrialist

While Henry Ford’s motives for involving himself in international diplomacy have been disputed, Ford certainly held sincere pacifist sentiments and, from early 1915, had begun to condemn the war in Europe. Indeed, unlike the jingoism readily found among other automotive industrialists like Roy D. Chapin and Henry B. Joy, Ford described himself as a pacifist and aired his frustration with both the war and the profiteering associated with it. This caught the attention of two prominent peace activists, who approached Ford with an ambitious proposal: launch an amateur diplomatic mission to Europe and broker an end to the war.

The two peace activists play a crucial role in this story. The first was Hungarian author, feminist, world federalist and lecturer Rosika Schwimmer. Closely associated with a number of movements including women’s suffrage, birth control and trade unionism, Schwimmer from the very outset of the war had advocated for neutral parties to mediate a peace. In 1915, she successfully persuaded the International Congress of Women at The Hague to support the policy. Her companion was Louis P. Lochner, a young American who had acted as secretary of the International Federation of Students. In 1914, Lochner had been appointed as Executive Director of the Chicago-based Emergency Peace Federation, and – like Schwimmer – called for neutral nations to mediate an end to the war. Both were fervent champions for world peace, and they hoped to persuade Ford to throw his resources behind their proposal.

While their eventual meeting with Ford was a success, the proposal put to the industrialist was not entirely honest. Indeed, Schwimmer claimed to possess key diplomatic correspondence which proved that there were neutral and belligerent nations receptive to her idea of mediation. The documents, however, cannot be described as anything other than a complete fabrication. Nevertheless, they were enough to persuade Ford that there was appetite in Europe for negotiations and so he agreed to finance a peace mission. “Well, let’s start”, he said. “What do you want me to do”? 


Chartering a mission to Europe

With Ford sold on the idea of neutral mediation, Lochner suggested that they seek the endorsement of President Wilson. The President could establish an official commission abroad until Congress made an appropriation. If this ‘Track One’ diplomatic route was to fail, Lochner explained, then the President could back an unofficial mission to undertake the work. Ford supported the idea, and seemed excited at the promise of good publicity. Indeed, the industrialist revealed a natural flair for epigram, thinking up such pithy pronouncements as: “men sitting around a table, not men dying in a trench, will finally settle the differences”. 

On November 21, 1915, Ford, Schwimmer and Lochner lunched with a group of fellow pacifists. Everybody in attendance approved the plan of sending an official ‘Track One’ mediating mission to Europe and, if that failed, a private ‘Track Two’ delegation. To set the plan in motion, Ford and Lochner would travel to Washington to secure President Wilson’s backing. Possibly jesting, Lochner suggested to the group “why not a special ship to take the delegates over [to Europe]?” Ford immediately jumped at the idea. While some members of the group thought it ridiculously flamboyant, Ford liked the idea for that very reason. Almost immediately he contacted various steamship companies and, posing as “Mr. Henry,” asked what it might cost to charter a vessel. In no time at all, Ford had chartered the Scandinavian-American liner Oscar II

The very next day, Ford and Lochner arrived in Washington for an appointment with the President. The meeting began well enough, with Lochner observing how “Mr. Ford slipped unceremoniously into an armchair, and during most of the interview had his left leg hanging over the arm of the chair and swinging back and forth”. After exchanging pleasantries, Ford outlined the mission, offered to finance it, and urged the President to establish a neutral commission. While he approved of the principle of continuing mediation, the President explained that he could not anchor himself to any one project and, regretfully, that he could not support Ford’s plan. This was not what Ford had prepared himself to hear. He explained that he had already chartered the ship, and had promised the press an announcement on the following day. “If you feel you can’t act, I will”, he said. While Wilson did not budge from his initial position, this was not enough to deter Ford. “He’s a small man”, Ford said to Lochner as they left the meeting. An unofficial, ‘Track Two’ mission this was going to be.


Casting a net

Eager reporters began to arrive at Ford’s hotel. The industrialist opened his press announcement with a simple question: “A man should always try to do the greatest good to the greatest number, shouldn’t he?” He continued: “We’re going to try to get the boys out of the trenches before Christmas. I’ve chartered a ship, and some of us are going to Europe”. When pressed for more detail about the voyage, Ford explained that he was going to bring together “the biggest and most influential peace advocates in the country”. Some of the heavyweights he listed included Jane Adams, John Wanamaker, and Thomas Edison. 

The voyage, unsurprisingly, made front page news in both New York and around the country. While it is not clear what kind of coverage Ford expected, the reaction he did receive was generally derisive. Among his harshest critics was the Tribune, which ran with the headline:

GREAT WAR ENDS

CHRISTMAS DAY

FORD TO STOP IT

Other commentaries were more direct in their criticism. The New York Herald, for instance, described the mission as “one of the cruellest jokes of the century”. This was echoed by the Hartford Courant, which remarked that “Henry Ford’s latest performance is getting abundant criticism and seems entitled to all it gets”. Usually more sympathetic towards Ford, the World deemed the mission an “impossible effort to establish an inopportune peace.” 

Ridiculed though it was, the mission – even before setting sail – was at least generating the kind of publicity which Ford craved. This, however, only disguised the huge logistical problems which the organisers of the project faced. Indeed, having announced 4th December as the date of embarkation, Ford had left only nine days to assemble an entire delegation. This was not only unrealistic, but also put the project on the back foot from the very outset.

Wasting no time in racing towards an impossible deadline, invitations were sent out at once to prospective delegates. The general response provided only further ammunition for the jeering press. Indeed, within just one day of Ford’s press announcement, John Wanamaker and Thomas Edison clarified that they would not be joining the voyage. While Jane Addams confirmed that she, at least, did plan on joining, it was hard to ignore the avalanche of refusals. These included distinguished figures such as William Dean Howells, William Jennings Bryan, Colonel E. M. House, Cardinal Gibbons, William Howard Taft, Louis Brandeis, Morris Hillquit, and many others who would have lent their credibility to the project. 

Nevertheless, the net was cast wide enough that some notable peace activists were able to join. Leading suffragette Inez Milholland and publisher Samuel Sidney McClure signed up for the mission, along with more than forty reporters. Also committing to the cause was the Reverend Samuel S. Marquis, a close friend of Ford’s. In the end, the delegation was as large and distinguished as Ford could reasonably expect to assemble within such a tight timeframe. Indeed, the fact that so many were willing to abandon their commitments with only nine days’ notice, in some cases at their own expense, pointed to the prestige and appeal which they believed the mission carried. 


All aboard!

The Oscar II set sail from Hoboken, New Jersey on December 4, 1915. Much to the delight of the press, arrangements began to unravel just days before embarkation. On December 1, Jane Addams – one of the mission’s key delegates – fell unexpectedly ill and had to pull out of the voyage. This was a major blow, and no doubt undermined the leadership of the expedition. It was not enough, however, to deter a crowd of roughly 15,000 people from gathering to watch the Oscar II leave the dock. As the band started to play “I Didn’t Raise My Boy to Be a Soldier”, Ford appeared and was met with resounding cheers. 

There was certainly no shortage of entertainment to occupy the press. Indeed, just before the ship's departure, a prankster placed a cage containing two squirrels on the gangplank. An accompanying sign read "To the Good Ship Nutty". This was followed by a man who leapt into the water, and proceeded to swim after the ship as it left the dock. Once hauled ashore, he declared that he was “Mr. Zero” and explained that he was “swimming to reach public opinion.” Oblivious to the commotion, the crowd continued to wave and cheer. This clearly made an impression on Ford. As Lochner observed:

“Again and again he bowed, his face wreathed in smiles that gave it a beatific expression. The magnitude of the demonstration—many a strong man there was who struggled in vain against tears born of deep emotion—quite astonished and overwhelmed him. I felt then that he considered himself amply repaid for all the ridicule heaped upon him.” 

As the Oscar II faded out of sight, Americans waited to see what effect she might have. 

What nobody foresaw was just how soon the delegation would descend into squabbling and infighting. Much of this was triggered by President Wilson’s 7th December address to Congress, in which the case was made for military prepardness and an increase in the size of the US army. This proved to be an incendiary development, with the activists simply unable to agree on their collective response. Indeed, some aboard the Oscar II felt very strongly that the delegation should deprecate preparedness and call for immediate disarmament. Others, however, would not countenance criticism of either the President nor Congress. McClure made his position quite clear:

“For years I have been working for international disarmament. I have visited the capitals of Europe time and time again in its behalf. But I cannot impugn the course laid out by the President of the United States and supported by my newspaper”.

While some among the delegation understood this position, there were those on the voyage who were not so tolerant. Schwimmer, for instance, accused McClure of corrupting the delegation. Lochner went further still, asserting that supporters of preparedness who had joined the voyage must have simply come along for the “free ride”. Such comments only served to stoke disunity, and were lapped up by the ship’s reporters who narrated the infighting in day-to-day stories. “The dove of peace has taken flight,” cried the Chicago Tribune, “chased off by the screaming eagle”. Such reports were accused of having magnified the dispute. “The amount of wrangling has been picturesquely exaggerated,” wrote the activist Mary Alden Hopkins. “A man does not become a saint by stepping on a peace boat.”

While himself strongly opposed to preparedness in any form, it was in the end left up to Ford to patch things up. For him, the success of the voyage was paramount and, if that meant working alongside peace-lovers who supported a degree of preparedness, then so be it. Ford signed a statement, which outlined what he saw as the incompatibility between peace and prepardness but – more importantly – emphasised that all delegates on the mission were welcome. The damage, however, was already done. Indeed, delegates were very aware that their closely-held principles were being savaged in the press. “The expedition has been hampered at every step by the direct and indirect influence of the American press, by the Atlantic seaboard press,” declared one of the passengers.

As the Oscar II continued to steam across the Atlantic, the situation aboard went from bad to worse. An outbreak of influenza spread through the ship, resulting in one person dying and many others falling sick. Ford also fell ill, and retreated to his cabin in hopes of avoiding reporters. This led to a rumour that he might have secretly died, and so a group of the ship’s less considerate reporters forced their way into his quarters to check on the veracity of the story. At the same time, reporters had become highly suspicious of Schwimmer and the diplomatic correspondence she claimed to possess. After some negotiation, Schwimmer agreed to show her evidence but, angered by their comments, cancelled the exhibit. The Hungarian expressed her frustration by locking the reporters out of the Oscar II’s wireless room. By this point the group looked desperately forward to their planned arrival in Norway, where they had been promised a grand welcoming party. Like many other aspects of the mission, however, their expectations were not realised. 


Land ahoy! 

In the early hours of December 18, the Oscar II docked in Oslo. A handful of Norwegians came by later that morning to welcome the delegation, but this was nothing like the rousing welcome they had been promised. The reception was in fact much cooler, with many Norwegians generally supportive of military preparedness and sceptical towards the mission – particularly Schwimmer. Indeed, Norwegians felt that it was inappropriate for a citizen of a belligerent power to play a leadership role in the peace mission of a neutral country. Further still, Norwegians were generally pro-Ally and believed that peace could only be attained after Germany’s military strength had worsened. Onlookers were surely disappointed when a very sick Ford, who insisted on walking from the dock to his hotel, collapsed and went to bed. The most distinguished member of the delegation would make no further public appearances while in Norway.

Regretfully, Ford’s health showed no signs of improvement. He “was practically incomunicado”, recalled Lochner, who suspected that Ford’s friend, Samuel Marquis, was trying to talk the industrialist into returning to America. “Guess I had better go home to mother”, Ford eventually said to Lochner, “you’ve got this thing started now and can get along without me.” Lochner strongly objected, believing that Ford’s presence was critical to the success of the mission. This was to no avail, and on December 23 Ford began his long journey back to the US. 

The effect this had on the rest of the delegation is rather predictable. Some felt depressed, disheartened and perhaps even a sense of betrayal. Lochner attempted to re-motivate the group: “before leaving, [Ford] expressed to me his absolute faith in the party and… the earnest hope that all would continue to co-operate to the closest degree in bringing about the desired results which had been so close to his heart—the accomplishment of universal peace”. While certainly commendable, Lochner’s efforts to soften the blow fell short. After all, everybody knew that Ford was the only one among them who commanded the stature needed to impress and energise the representatives of neutral nations. Though he continued to support the mission both morally and financially, the activists who Ford left behind inevitably splintered further apart. Nevertheless, the disjointed delegation was able to claim one success: the establishment of the Neutral Conference for Continuous Mediation. 

Held in Stockholm, the Conference - attended by representatives from the US, Denmark, Holland, Norway, Sweden, and Switzerland - sought to encourage neutral governments to mediate an end to the war. On May 18, 1916, the Conference issued a manifesto asking belligerent nations to participate. The manifesto laid out three general activities: mediation between belligerents, propaganda to build public support for peace, and scientific study of the political problems. The Conference even managed to meet with the Danish Secretary of Foreign Affairs, its first formal recognition by a European government. Ultimately, however, there were no further successes that the activists could point to. Indeed, their quick work to develop a program failed to gain traction in the parliaments of the neutral nations; no action at all was taken by any of the targeted governments. By March 1, 1917, with the US moving closer to entering the war, Ford made the decision to discontinue the Conference. The total bill for the peace mission? Half a million dollars - $10,100,000 in 2022.


A total failure? 

How should we evaluate the peace mission? Former US Senator Chauncey M. Depew famously reflected that “in uselessness and absurdity” the peace mission stood “without equal”. This, perhaps, is the easiest assessment of the delegation’s efforts. Indeed, without ever agreeing on how they intended to achieve peace, the group failed to persuade any neutral nation to adopt a policy of mediation. In the process, those who boarded the Oscar II were subjected to relentless ridicule and criticism. This was always about more than bruised egos, with some believing that the ridiculousness of the mission risked the credibility of their deeply-held principles. The Baltimore Sun, for instance, judged that "all the amateur efforts of altruistic and notoriety-seeking millionaires only make matters worse".

Nevertheless, Ford himself asserted that the peace ship was a success. It "got people thinking” about peace on both sides of the Atlantic, he claimed, and “when you get them to think they will think right”. Was he hurt by the level of ridicule he was subjected to? It is impossible to say, but he later reminded people that at a time when no serious effort was made to bring the war to an end, he stood up and acted. “I wanted to see peace. I at least tried to bring it about. Most men did not even try”. Ford’s positive assessment of the peace mission was surely influenced by its commercial outcomes. Tellingly, he described the expedition as the “best free advertising I ever got”. 

Indeed, Ford was very much attuned to the commercial benefits of a highly publicised journey to Europe. Lochner, in fact, concluded that publicity was the only definite part of Ford’s thinking. “If we had tried to break in cold into the European market after the war, it would have cost us $10,000,000. The Peace Ship cost one-twentieth of that and made Ford a household word all over the continent”. While for the activists peace was everything, for Ford this was also an investment - an opportunity to advertise his benevolent character across Europe and America. After the war, Ford would go on to become the largest manufacturer of Liberty Motors for aircraft, blurring the boundaries he had once set between profiteering and pacifism. 

A rounded assessment of the peace ship would not be complete without considering its long-term impact. Indeed, it should be remembered that ideas stimulated during the mission eventually wound up in President Wilson’s Fourteen Points, a statement of principles for peace to be used in negotiations to end the war. Notably, the list included a commitment to transparent peace treaties, free from the greedy tentacles of private deals struck on the side. This was an idea thought up by activists who had participated in the peace mission. Though they might have failed to bring an end to the war, these ‘Track Two’ citizen diplomats can claim a legacy of sorts, pioneering alternative modes of peace-building less dependent on government leadership. 


What do you think of the ‘Ship of Fools’? Let us know below.

Now read Felix’s article on Henry Ford’s calamitous utopia in Brazil: Fordlandia here.

References

Open War Aboard the “Peace Ship", J. Mark Powell.

The Peculiar Case of Henry Ford, The University of Michigan and the Great War.

Henry Ford And His Peace Ship, American Heritage, Volume 9, Issue 2, February 1958.

The “Peace Ship”: An Early Attempt at Citizen Diplomacy, Read the Spirit.

The Peace Ship: Henry Ford’s Pacifist Adventure in the First World War, Barbara Kraft, New York, 1978.

The Odyssey of Henry Ford and the Great Peace Ship, Burnet Hershey, New York, 1967.

Second Track / Citizens' Diplomacy: Concepts and Techniques for Conflict Transformation, John Davies, Edward Kaufman, eds., Maryland, 2002.

Fordlândia was an idea of the great carmaker Henry Ford in the 1920s. He set-up a base in the Brazilian Amazon with the aim of producing rubber for car tires. In this excellent piece, Felix Debieux looks at what happened at Fordlândia – and how grand ambitions ultimately turned to failure.

Water tower and warehouse building in Fordlândia, Brazil in 2010. Source: Amit Evron, available here.

What do Ford, Firestone and Goodyear have in common? You would be right to say that they are all major players in today’s automotive industry. What is not so well remembered, however, is their shared historical interest in the Amazon rainforest. In the second half of the 1920s, clandestine explorations were conducted by engineers and geologists from Britain and North America who hoped to find oil, precious minerals, and promising locations for rubber plantations. Each sought to tempt the automotive giants to the jungle with land capable of growing the crucial raw material they needed to make their product: tires. 

Following negotiations with Amazonian state governments for concessions, each speculator was convinced that they had secured the rights to exploit the most valuable territory. By 1927, one speculator successfully acquired 2.5 million acres – an area 82% the size of Connecticut - on the Tapajós River in the Amazonian state of Pará. As an indication of the vastness and remoteness of the area, he not only managed to plant half a million rubber seedlings, but also arranged for an armed security force to protect the operation from rival speculators. Later, this land was acquired by American industrial magnate Henry Ford who set out to grow a new supply of rubber. Rubber, however, is only part of the story. Indeed, this marked the beginning of a bizarre socio-economic experiment in the Amazon spearheaded by America’s premier innovator. In his day, Ford’s name was every bit as evocative as the glimmering promise of technological revolution as Elon Musk or Mark Zuckerberg, and he planned to build an American city smack in the middle of the jungle. Like other empire builders preceding him, he would name the city after himself: Fordlândia. 

 

Ford’s motivation: an industrialist in the jungle

Henry Ford’s foray into the jungle was, first and foremost, a pragmatic move. In 1922, exports of rubber from Asian plantations were made much more difficult by the Stevenson Plan. Concocted by British and French planters, the Stevenson Plan created an artificial global rubber shortage and succeeded in inflating its price on the international market. As the consumer of 70% of the world’s rubber supply, manufacturers operating in North America were left with little choice but to seek alternative sources. While Firestone decided to invest in Liberian plantations, and Goodyear planted in Sumatra and the Philippines, Ford cast his eye on South America. 

In growing his own supply, Ford believed that he could establish a rubber autarchy: a system of total self-sufficiency from rubber seedling through to tires. For Ford, this must have seemed entirely feasible. After all, the Ford Motor Company during the 1920s controlled nearly every raw material that constituted the manufacture of a motorcar. The glass, the wood, the iron; everything except latex produced by rubber trees. Alongside Ford’s other innovations, anything must have seemed possible. Indeed, this was the man who:

§  Had by 1926 established the Ford Air Transport Service: the first private contractor to deliver mail for the U.S government.

§  Had transformed a bankrupt Michigan railway into a temporarily successful operation.

§  Had developed revolutionary new glassmaking techniques. 

§  Had improved coalmining technology.

How hard could running a rubber plantation be?

 

Doomed from the start? A legacy of failure in the Amazon

Preceding Henry Ford’s Amazonian enterprise was a catalogue of foreign projects aimed at extracting the region’s wealth. Many of these schemes were highly problematic but did not register in Ford’s planning. Take Lt. Matthew Fontaine Maury as an example. Back in the 1850s, the Director of the U.S. Naval Observatory promoted North American occupation of the Amazon drainage as a dumping group for southern planters and their slaves. At a time when Brazil guarded its northern regions from foreign trade and navigation, Brazilians suspected that Maury’s ideas would mean the forceful opening of the Amazon to U.S. colonialism. 

Suspicions of colonialism continued into the 1860s, when a scientific expedition led by Louis and Elizabeth Agassiz influenced Emperor Dom Pedro II to open up the Brazilian Amazon to international trade and navigation. The threat of foreign exploitation emerged again at the turn of the century, when the Anglo-American ‘Bolivian Syndicate’ put forward an idea to develop a rich rubber territory disputed by Bolivia and Brazil. While Brazilian’s were certainly wary of North American colonialism, there was also a legacy of disappointment rooted in the repeated failure of development projects. At best, foreign projects were over-ambitious and ill-conceived. At worst, they were exploitative.

Ford remained oblivious to the enduring stigma of failure surrounding the region’s development. Indeed, several calamitous infrastructure projects pointed to major geographical and public health obstacles inherent to the Amazon. Perhaps the best example of the difficulties a foreign enterprise might encounter was the 226-mile Madeira-Mamoré Railway. During the construction of what became known as the ‘Devil’s Road’, a combination of malaria, yellow fever and other causes claimed the lives of anywhere between 6,000 and 30,000 men. Of greater relevance to Ford, however, was the bad reputation, which Amazonian rubber production had acquired among Brazilians. Labor exploitation, whether through debt peonage or outright slavery, played a major part in the industry’s notoriety. Again, the region’s history did not bode well for Ford.

 

Putting the conscience in capitalism

Given the stigma surrounding North American interest in the Amazon, it is not surprising to learn that Brazilians questioned Henry Ford’s motives. Many feared that Ford might use the contractual privileges of his concession to undermine national and state sovereignty. What distinguished Ford from other foreigners, however, were his reputation as a reformer of industry and his enlightened social and economic ideas. Indeed, his biography My Life and Work (published in Portuguese in 1926) went a long way to reassure literate Brazilians that Ford represented capitalism with a conscience. 

Emphasizing Ford’s benevolent intentions for the region were his allies in the Brazilian government and the press, who helped to cultivate the image of Ford as a reformer. It was claimed that Ford would transform the Amazon and bring about unprecedented benefits for its impoverished workers. Ford packaged his offer with a promise to develop the region and to manufacture tires and other rubber articles in Brazil. A little showmanship, too, was considered. Reportedly, Ford toyed with the idea of journeying to Pará with Charles Lindberg, who at the time was planning a 9,000-mile tour of Latin America aboard his famous plane: The Spirit of St. Louis. Ultimately, a combination of lobbying and a careful public relations campaign helped to convince Brazilians of Ford’s honest intentions. 

 

A sign of things to come

In December 1928, Henry Ford’s freighters – the Lake Ormac and the Lake Farge – arrived at the site of what would become Fordlândia to begin construction. On board the ships were an entire railway, a disassembled warehouse, a tugboat, and an arsenal of equipment needed to build a self-sufficient rubber plantation. It was not long before the first signs of trouble appeared. When the plantation manager quit his post and returned home to the U.S., the project was left in the hands of Danish sea captain Einard Oxholm who knew nothing about growing rubber. Ford, who wholeheartedly believed that any man could quickly master a field outside of his own expertise, decided that the Dane was the right person for the job. Unfortunately for Oxholm, his reputation for integrity gave Brazilian and European entrepreneurs all the encouragement they needed to overcharge the plantation for key supplies and services. 

Just one month later, Ford had already spent more than $1.5 million and had virtually nothing to show for it. What is more, 95% of the rubber tree seedlings planted by the end of 1929 were either dying or dead. These were huge problems which defied a solution. Indeed, even the very land on which Fordlândia was constructed was a poor choice. The site, again chosen by a man with zero agricultural experience, was hilly, prone to erosion, and miles away from any settlement. Instead of kitting his plantation with managers and every piece of available technology, Ford would have been better served had he employed biologists who understood the rainforest. Not a single one was consulted in the planning process.

During this period of waste and incompetent management, Brazilian officials struggled to reconcile Ford’s reputation for efficiency with the chaos on show at Fordlândia. How was Ford, an industrial genius, making such a hash of this project? One observer reported that:

There is a complete lack of organisation at the property. No one knows what the whole picture should be. Waste is terrible… I can well understand the Minister of Agriculture in Rio should think we are crazy… At present, it is like dropping money into a sewer”.

 

While the physical plantation reached impressive proportions, this was in reality a façade for a failing operation.

 

Experimenting with an agro-industrial utopia

While the rubber plantation continued to stutter, Henry Ford pushed for a diversification of activities at Fordlândia. Seeking to deliver his promised social and economic benefits, Ford’s plantation would boast comfortable employee housing, a school, a well-equipped modern hospital, a power plant, a sanitary water supply, thirty miles of road and reportedly the largest sawmill in Brazil. Plans were made to export lumber, to produce wooden auto parts for export, and to manufacture tiles and bricks. In addition, there were also plans for both a tire factory and a city with the capacity for 10,000 Brazilians. By the end of 1930, Fordlândia’s landmark structure was complete: a water tower, which stood as a beacon of Ford’s ‘civilizing’ project. This increased breadth of operations represented key pillars of Ford’s personal philosophy: small-town America, and the marriage of agriculture and industry. 

Ford’s nostalgia for an agrarian, small-town America was a prevalent feature of Fordlândia. While he certainly did promise to develop the Amazon, the improved life he envisioned for his workers was very specific and closely resembled the Midwestern towns of his childhood. Having grown up on a farm, the industrialist believed that there was a symbiotic relationship between agriculture and industry. Mechanization, he thought, would not only reduce the waste and drudgery of antiquated farming, but it would also free up the farmer to work in the factory and provide spare time for agricultural pursuits. Fordlândia presented an opportunity to make his unique vision of an agro-industrial utopia a reality. As Ford himself put it in his Ford Evening Hour Sermonettes, this would be a world in which workers had “one foot in industry and one foot on the land”. However, he would eventually learn that the culture he longed for could not so easily be transplanted into the jungle.

 

Rumble in the jungle: a clash of cultures

For all their suspicions of U.S colonialism, Brazilians and their dependents living at Fordlândia did receive the amenities and provisions promised to them. Indeed, Fordlândia was always about much more than rubber, with Henry Ford seeking to recreate an idyllic American society founded on his own morals and values. Amazonians employed by Ford received a free home, free medical and dental care, recreational facilities, and a wage ranging from the equivalent of thirty-three to sixty-six cents per day. This was at least twice the wages paid elsewhere in the region. Furthermore, workers were able to buy food and other supplies at prices subsidized by Ford. Other free provisions included pasteurized baby milk and burials at the company cemetery. From cradle to grave, workers could expect to live comfortably under Ford’s paternalism.

On the face of it, Fordlândia represented a capitalist’s paradise. However, Ford never succeeding in imposing his alien philosophy on the Amazon; the region’s ingrained cultural and economic traditions were not so easily replaced. Indeed, Brazilians simply did not understand Ford’s idealized vision of small-town America. One example is Ford’s attempt to supplant the traditional role of patrão, which in Brazilian society served as both boss and indulgent parent to the workers. The patrão not only held workers in debt servitude, but he also supported as a godfather and protector figure. The position certainly did not fit the Ford mold of efficiency, and was not suited to the modern employer-employee relationships which Fordlândia hoped to instill. 

Brazilian work culture remained an enigma to Ford. His obsession with timesaving and efficiency served only to annoy his workers who would not accept a rigid work regime. Most disliked the way they were treated - being required to wear ID badges and work through the afternoon under the sweltering sun - and refused to work. Unfamiliar food, such as canned goods and hamburgers, caused further discontent. The tipping point came in 1930 when the plantation dining hall shifted from waited service to cafeteria-style self-service. This change, intended to reduce lunch breaks, would quickly backfire. Workers queuing in line with their trays complained that they were not waiters. Foremen were equally furious, realizing that the new system meant eating in the same manner as their workers. Anger descended into rioting. Workers, armed with shotguns and machetes, and proceeded to rampage through the plantation and chase Fordlândia’s managers (and the town’s cook) into the jungle for a few days until the Brazilian Army arrived to quash the revolt. 

Not understanding Brazilian dining preferences was one thing, but there were other facets of the local culture which persistently baffled Ford. High wages, for instance, failed to ensure that workers would stick around because there was no consumer society in the Amazon on which to spend hard-earned cash. Workers might commit for a few weeks but would then disappear back into the rainforest to work on their own land. While this infuriated Fordlândia’s managers, the cultural disconnect was just as glaring outside of the workplace. Indeed, Ford had very specific ideas about how a society should function, and the sorts of activities people should enjoy. One example was square dancing. Having met his wife at a square dance, Ford decided it would be a good idea to build a large dance hall at the plantation. Although this proved to be unpopular, it was not as unpopular as Ford’s decision to prohibit alcohol. Even though drinking was perfectly legal in Brazil, Ford was a teetotaller and did not see a place for alcohol in his utopia. Like many cultural impositions in Fordlândia, prohibition failed too. Workers continued to drink their customary cachaça, and many travelled down river to a nearby bar and brothel on the aptly named ‘Island of Innocence’.

 

A predictable end

What became of Fordlândia? After the riot, Fordlândia experienced somewhat of a change in fortune. At long last a successful manager was found in Archibald Johnston, who pushed forward with the construction of housing, and the roads needed to link Fordlândia to the huge territory Ford had acquired inland from the river. Johnston even managed to implement some of Ford’s social ideas, including an emphasis on gardening and strict diets. None of this, however, could compensate for the elephant in the room: Fordlândia was not producing any rubber. Acre after acre of jungle was cleared to make room for rubber trees, but this yielded very poor results. Even when did trees did take root they quickly succumbed to disease. 

Still, Ford did not give up on his vision of rubber self-sufficiency. He hired James Weir, an expert botanist, whose insistence on extravagant planting methods left Johnston exasperated. The biggest demand on Johnston’s list was the construction of a second plantation within Fordlândia, which meant relocating much of the project downstream to Belterra where better growing conditions could be found. Despite the attempt to inject new life into Fordlândia, Weir abandoned the project without notice just a year later. Around the same time, industry advances in the production of synthetic rubber reduced the global demand for natural rubber. 

The close of the Second World War represented a clear turning point for Fordlândia. By then, Ford himself was in poor health and so management of the company fell to his grandson. Henry Ford II, seeking to rein in the company’s spiraling costs, decided to amputate any underperforming assets. This included Fordlândia, which was sold back to Brazil for just a fraction of the purchase price. Perplexed Brazilian residents looked on as their neighbors quickly packed up and headed back home. In stark contrast to the publicity and excitement surrounding Fordlândia’s creation, the project ultimately died a very quiet death. 

While no man better exemplified American ingenuity and industry, Ford’s planned utopia proved to be a colossal error.  It is unfortunate that it took Ford nearly two decades to recognize the error and cut his losses. Left to vandals and to rust in the humid Amazon air were the generator, the sawmill and much of the equipment. The landmark water tower still stands today, although the Ford logo which once represented ‘civilization’ has long since faded. While there has in recent years been a surge in Fordlândia’s population (in 2017 a population of approximately 3,000 people was recorded), the city today is arguably more useful as a parable. As historian Greg Grandin puts it: 

“It’s a parable of arrogance, but the arrogance isn’t that Ford thought he could tame and conquer the Amazon. He had his sights on something actually much bigger. He thought he could tame and conquer capitalism, industrial capitalism. That didn’t happen”.

 

What do you think of Fordlândia? Let us know below.

References

Industrialist in the Wilderness: Henry Ford's Amazon Venture, John Galey, Journal of Interamerican Studies and World Affairs, Vol. 21, No. 2, May 1979, pp. 261-289.

Ever Heard of Henry Ford's Colossal Failed City in the Jungle?Entrepreneur Europe, 16 January 2019.

Episode 298 Fordlândia99% Invisible.

Henry Ford built 'Fordlândia’, a utopian city inside Brazil's Amazon rainforest that's now abandoned — take a look aroundBusiness Insider, 10 February 2020.

Lost cities #10: Fordlândia – the failure of Henry Ford's utopian city in the AmazonThe Guardian, 19 August 2016.

Fordlândia: The Rise and Fall of Henry Ford's Forgotten Jungle City, Metropolitan Books, Greg Grandin, June 2009. 

Beyond Fordlândia: An Environmental Account of Henry Ford’s Adventure in the Amazon, Claremont McKenna College, Marcos Colón, 27 April 2021.

Deep in Brazil’s Amazon, Exploring the Ruins of Ford’s Fantasyland, Exploring the Ruins of Ford's Fantasyland, New York Times, 21 February 2017.

Ford Rubber Plantations in Brazil - The Henry Ford, The Henry Ford.

The Amazon Awakens, produced by Walt Disney for the U.S. Coordinator of Inter-American Affairs, 29 May 1944. 

Fordlândia is a reminder of how the Amazon rainforest resists business interests, Financial Times, 3 November 2021.

Fordlândia and Belterra, Rubber Plantations on the Tapajos River, Brazil, Joseph A. Russell, Economic Geography, Vol. 18, No. 2, April 1942, pp. 125-145.

Posted
AuthorGeorge Levrier-Jones