An Interview by Michael Barrier
|David Hand is kneeling at the far left in this Disney studio
group photo made soon after he joined the staff in 1930. Standing,
from left: animators Jack King, Les Clark, and Tom Palmer; director
Burt Gillett; composer Bert Lewis; animators Dick Lundy and
Norman Ferguson; Floyd Gottfredson, artist for the Mickey Mouse
comic strip. Kneeling: Hand, who was then an animator; director
Wilfred Jackson; Walt Disney; animators John Cannon and Ben
[To hear a brief (412 KB) audio clip from the Hand interview (MP3 player
required), click here.]
David Hand was an immensely important figure at the Disney studio,
but he was rarely interviewed, and his autobiography says very little
about his Disney career. My interview with himsupplemented
later by correspondence and phone interviewswas almost certainly
the only time he talked extensively about his Disney experience
for publication. In 1988, I permitted Frank Thomas and Ollie Johnston
to read this transcript when they were writing their book on Bambi,
and Thomas said that one part of the transcript, included here,
was "the best description of Walt and the studio and the working
arrangements I have ever read."
David Dodd Hand was born in New Jersey on January 23, 1900. Exactly
thirty years later, he went to work for Walt Disney as an animator.
Hand had at first pointed himself toward newspaper cartooning. He
moved to Chicago to attend commercial-art classes; then, when he
ran out of money, he found a job at Wallace Carlson's "Andy
Gump" studio. From there he worked his way through the animated-cartoon
studios of New York City before taking a job at Disney's. He seems
not to have distinguished himself in any of those earlier jobs,
or even to have ingratiated himself with many of his fellow animators.
At the Bray studio in New York, his colleague James Culhane later
wrote, Hand "had an air of superiority that was foreign to
the free and easy atmosphere."
Hand was not held in much higher esteem when he was animating at
Disney's. His animation was "too mechanical," said Dick
Lundy, another Disney animator in the early thirties. "He used
to get a lot of birds, and he would chart the stuff out"that
is, Hand planned the flight of the birds in advance, as opposed
to letting his animation flow. Such military precision, evident
in Hand's animation of a flock of birds in Flowers and Trees
(1932), has nothing to do with the way birds really fly.
Like his fellow director Burt Gillettand Walt Disney himselfHand
probably lacked the ability to do anything particularly well, except
be a boss. Unlike Gillett, though, Hand knew how to be a boss without
challenging Disney's own authority.
Disney made Hand a director in 1933his first cartoon was
Building a Building, with Mickey and Minnie Mouseand
over the next few years Hand directed some of the best Disney shorts,
among them The Flying Mouse (1934), Who Killed Cock Robin?
(1935), and Three Orphan Kittens (1935). When Disney decided
not to direct Snow White and the Seven Dwarfs himself, Hand
got the assignment. Over the next few years, he served repeatedly
as Disney's surrogate, overseeing the shorts and then Bambi,
and exercising broad authority over many of the studio's operations.
In all of these jobs, his manner was that of a very forceful, broad-stroke
Hand didn't linger over the details of each cartoon, as Wilfred
Jackson did. Instead, he put a lot of work into assembling strong
casts of animators for the shorts he directed. It wasn't special
treatment from Walt Disney that permitted him to assemble his strong
crews and schedule their work smoothly; he simply sought those advantages
more aggressively than Jackson or Sharpsteen did. (His greater efficiency
probably won him assignments that would otherwise have gone to one
of his colleagues: the story outlines for both The Flying Mouse
and Who Killed Cock Robin? show Jackson as the anticipated
Hand became the quintessential Disney directorand the logical
choice as Disney's second in commandbecause he devoted so
much effort to giving his animators the characters and sequences
that they could make the most of. Increasingly, in the thirties,
a Disney director's job was to support and cushion his animators,
with responsibilities of other kinds shifted elsewhere. When Hand
spoke to one of Don Graham's classes early in 1936, he said the
voices for the cartoons soon might be chosen, and the dialogue recorded,
by the story department, before the story got to the director. "It
would be fine for the director," he said, "because then
he could give the animator more time." Walt Disney distributed
the transcript of Hand's talk, with a laudatory cover memo, to the
other directors, the story men, and the principal animators.
Jack Cutting, who worked briefly as Hand's assistant director in
the mid-thirties, recalled that "the more he found you could
do, he would unload it on you." But Hand was by
no means a lazy man who dumped too much work on assistants. Instead,
Cutting said, he was "ambitious, doing a lot of work ... a
hard driver"delegating work to capable subordinates as
a successful businessman might, that is, rather than sloughing it
"Walt was always in charge," said Eric Larson, who animated
the owl for Bambi, "but Dave was a good wrangler."
Wilfred Jackson "was the better director by quite a bit,"
the animator Frank Thomas said, "but Dave was the better organizer
and driver." Chuck Couch, a writer on the Disney shorts when
Hand supervised them, remembered Hand as "a very practical
guy. ... If Dave liked something he'd tell you it was goddamn good.
If it was bad he'd say it stinks. You always knew where you stood."
Hand's business-like attitudes came through in what Dick Lundy
remembered as his advice when Lundy became a director in the late
thirties: "Now, there's one thing you've got to do, Dick, you've
got to make decisions and you've got to make them fast. If you're
right 51 percent of the time, you're right."
In 1938, just after Snow White's release, Hand drew up an
elaborate organization manual. That manual was a response to the
nightmarish logistical problems that arose during work on Snow
White, when the studio grew rapidly and the old informal structures
proved inadequate. It seems doubtful, though, that Hand's highly
bureaucratic manual could ever have been the solution to such problems,
even if Walt Disney had cooperatedas he clearly did not. Disney,
like many another entrepreneur, bridled at the thought of submitting
himself to the authority of an organization chart.
Hand's position was fundamentally untenablehe was second
in command in an organization whose leader, younger than Hand himself,
had no intention of ever stepping aside or sharing real powerand
he finally left the studio in 1944. He spent several years in England,
trying unsuccessfully to establish a Disney-level cartoon studio
for the J. Arthur Rank organization, before returning to the United
States and an uneventful career with the Alexander Film Company,
which made commercials and industrial films in Colorado. In 1967
he moved to the small town of Cambria, on the California coast.
He died there in 1986.
I interviewed Hand in Cambria on November 21, 1973; we met one
evening at the town's Veterans Hall, when my wife and I were driving
down the coast from San Francisco to Los Angeles. Hand was no longer
the handsome young go-getter whose tailored sports coats led some
Disney writers to nickname him "Shoulders," but he still
had the direct, almost brusque manner of a businessman with important
things to do. Predictably, he had little to say about the people
who had worked under him; his attention was always on Walt Disney,
and he was concerned most with reading his boss's moods and wishes.
DAVID HAND: I was there, and I saw it, and I saw one manwho
was a genius, no question about itget the credit. It didn't
bother me at the time, nor did it bother anyone else, because we
were so busy, so immersed in developing this great art, and having
someoneWaltallow us to take the time to develop. Up
to that timeand I had worked ten or eleven years before thenyou
couldn't have time to develop anything. You were given so much money,
and you got the picture out for that amount, or you got out. It
was a question of who got out first. With Walt, all the artistsand
I include the story man, the contributor of ideas, the music composers,
toowe were all so immersed in the development of this great
art that we didn't want any publicity. In fact, we wouldn't talk,
we didn't have time to talk. But further than that, I know, as it
went on, that there was a prohibition from the front office: don't
mention anybody but that one person, Walt. And if I'd set back and
had time to meditate, I just hadn't liked it, because there was
a tremendous creative contribution from these very fine artists.
Without them, Walt didn't have a tool to work with.
But I must say he kept his tools sharp, and more credit to him.
I wouldn't have been anything, and all these key men that you know
about wouldn't have been anything in an animation studio without
Walt. Walt fought the front office, because they wanted him to make
the cartoon for a price. I've heard him. I was with him enough to
know that he practically threw Roy out of his office two or three
times, because Roy wanted him to make the pictures for a price in
keeping with the market returns. But the costs of pictures increased
each year. Roy would come in to the production department and say,
"Walt, we can't spend so much, we're not going to be able to
get the money back." And Walt, in his sharp, peculiar way,
would say (Walt was younger than Roy, but he was the boss), he'd
say, "Roy, we'll make the pictures, you get the
money. Now goodbye, I'm busy." Then Roy would come to us, two
or three of us together, and say, "Fellows, what are we going
to do? You've got to work on Walt to spend less money on each picture!"
Well, you couldn't work on Walt. That's the last thing you could
do, work on Walt. Roy says, "I can't do anything with him.
What are we going to do about it? I can't get the money." We
didn't hear him.
Getting back to the artistsit was basically the opportunity
that Walt gave all of us to do what we'd like, in line with what
he thought was right. Walt couldn't really draw. I've seen him try,
it was pathetic. Well, he didn't have to draw, did he? Better he
didn't, because he would ask us animators, at the time I'm speaking
of, to do things that were impossible to do. But he didn't
know it. Good thing he wasn't an animator. As a director, when I
had been an animator, I had to be considerate of the animator, and
not ask him to do things that were impossible. That was my weakness,
I started [at the Disney studio], I believe, two days after Ub
Iwerks left. I started on my birthday, and how could I miss it.
Ub had quit the Friday before, according to my understanding, which
I wouldn't argue about. So I was that close behind Ub; I knew Ub
later, but not at the studio. Walt talked about Ub to me. He said
he was terrible when it came to staying at the drawing board. "His
car was parked outside in the driveway"very small placehe
said. "Ub was out there all day working on his car, fixing
it up, putting new things on it. I said, 'Ub, you can get a mechanic
to do that job for ten dollars, come back in here and animate.'"
They didn't get along, as you know, and Ub, of course, eventually
went back to Disney as a technician [in 1940]. That was his forte,
although he was a wonderful artist.
The other peculiar thing is, Walt said to usthere were probably
eight or ten of us at the time, and Ub had just lefthe said,
"You fellows can have Ub's share of the business." I thought
that was very nice. Of course, it was only a little studio, and
no one had visualized the eventual size of it, so a few dollars
more a week, or a year, what did it matter? But that's the last
time Walt ever mentioned it. I often wondered, as time went on,
what happened to it. I suspect his brother got after him and said,
"You crazy idiot!"
You didn't take him up on the offer right away?
Oh, he felt badly that Ub left. You know the background of the
two of them. From where I sit, Ub was the man who put Disney in
the animation field professionally, because he was a professional
animator, he could draw the characters, and Walt couldn't do any
of that as well as Ub, so I think Ub had a lot to do with it.
Anyway, when I went there, we had had a little bull's-eye Movieola;
you might have seen them. Not the Movieolas that project onto a
little screen; it was just a magnification bull's-eye. And Walt
would cock his eyewe would make our animation and have it
photographed in pencil [the pencil drawings would be photographed
for test purposes before they were traced in ink onto celluloid]
and put into a loopand Walt would get his frown, one eye poked
into that bull's-eye, and he was looking at it with his foot on
the pedal, and he'd start shaking his head, and he'd start really
tearing an animator apart, if he didn't get what he thought the
animator should get. I can remember an instance of some animation
I did when I was first there. We were not using assistants to any
extent in those days; the animator usually did every drawing, and
he did it cleaned up. We didn't always have an assistant to put
the in-between drawings in, which is the accepted system today.
We made extremes, and in-betweened them ourselves much of the time.
Dave Smith [the Disney studio's archivist] has written that one
reason Ub and Walt quarreled was that Walt wanted Ub to use an in-betweener.
I don't know about that, but it sounds like Ub. It seems to me
it was a transitional periodsometimes we used in-betweeners,
and at other times, when there was a difficult bit to do, we did
our own in-betweening.
Anyway, the animator had to get his drawings completed, and they
were not rough drawings, at that time they were cleaned-up drawings,
every one of them. Then he had them photographed. The test film
was delivered to him for viewing. Well, that's a lot of time wrapped
up in those drawings. I'm only going to make a point by saying that
I well remember at this time that I had a particular Mickey Mouse
taxicab scene to do [for Traffic Troubles, 1931], and I did
my very best with itas I of course wouldand got it on
the Movieola with Walt, and he squinted and squirmed and grunted,
and said, no, it didn't have enough exaggerated action to it. I
said OK, and back I went to my desk. Five times I brought that corrected
scene to him, and each time I made it more exaggerated, and each
time he turned it down. I thought, "What does this crazy man
want?" I'd been in the business eleven years then, and Walt
had much less time in the businessI never thought of that,
though, I never thought that he didn't know as much as I, I never
thought that, I just thought that he ought to know that this animation
of mine is acceptable, that was all. So, the fifth time I went back
to my desk, and again, making all the in-betweens, and the drawings
cleaned up nicely, and had it testedI went back this time,
happy that at last Walt would approve it. He looked at it, shook
his head and walked away. I was broken up! It wasn't right that
I should have to do it that often.
Finally, I thought, "I'm going to show Walt he can't be that
smart with me"I'm a year older than him, and even though
that didn't matter, it was just that he wasn't an older manI
said to myself, "I'm going to show that fellow a trick or two."
So went back to my desk to redo this scene a sixth time, and I said,
"I'm going to make this thing so extreme, so outlandish, so
crazy, that he'll say, "Well, Dave, I didn't mean to exaggerate
it that much." So I did, I was really dirtythe
only time I remember being dirty with Waltand I made that
thing so outlandish, and so extreme, I was ashamed of what I had
done. But I brought the new test in very self-righteously and put
it on for Walt, and said, "All right, Walt, I did this thing
over again, I hope it's OK," while slyly watching for him to
explodefly off the handle. He put his foot on the pedal, and
he started the loop around and around and around, looking at it
and looking at it. Then he stopped the loop and looked up at me
with a big smile and said, "There! You've got it! Why didn't
you do it that way in the first place?"
That lesson stuck with me as I progressed through the studio, into
supervising animator and then director. A supervising animator had
three or four juniors, and he would take a small section of the
picture, or a third of the picture, from the director and farm it
out to his juniors, and he would work with them to show them how
to get what he was supposed to be able to get. That was a part of
the development of the animator in the studio in the early days,
and continued, juniors working under seniors, and seniors being
responsible for juniors. The lazier the senior was, the more the
junior got to do, because the senior would sit and read books and
make the junior do the job properly, and that's how the junior learned
So that lesson about exaggeration stayed with me through the supervising
animation to the direction, and the supervising director that I
eventually became. I never forgot that, and I think it might have
shown up a little bit in my working with Waltwhat he wanted,
I suppose I could convey to an animator.
Where had you worked before you came to Disney's?
I worked with J. R. Bray. Milt Gross was making a series, for Bray,
"Nize Baby." Later I worked with Walt Lantz. When sound
came in, it was obvious to anyone in the business that this was
something helpful to the cartoon mediumbut how to use it?
How to get the sound effects and voices to sync with the animation?
I believe that all the studios at this time began trying to unlock
the secret. I know that I was trying desperately to figure it out,
and couldn't. And no one else seemed able to do it. At this time
all the big studios were located in New Yorkthat was the place
where the action was. Disney was in Los Angeles, but he didn't count,
really. Well, all of a sudden a cartoon was showing on Broadwaywith
sound, and perfectly [synchronized]. It set the animation world
on fire. Steamboat Willie. Not only did it wake up the animation
business, it became the rave of the movie houses. People talked
about it, and sent their friends to see it. And Walt Disney was
on his way!
I think I know the man who conceived itWilfred Jackson. I
believe Willie knew the mechanics of music, as I did, too, but I
didn't have his mechanical know-how. He knewas anybody should
have knownthat twenty-four frames make a second, and you make
twenty-four drawings, and jump them up and down in a second and
it's in beat, in rhythm, and so on. That, of course gave Walt the
jump on everybody. Walt's studio was no betternot as good,
reallyin animation as other studios. But Walt got the jump
on all the other studios because he had synchronization. That was
only the beginning. Walt had genius, too, but without first getting
that jump on the other studios, nobody would listen to a genius.
When he synchronized the cartoon with the soundmusic and
so forthit was like a whole new world opening up. [For me,]
who had been in the business so long, to see these characters synchronized
with sound, it was fantastic! I rather thought that that's something
I ought to be able to do, but I couldn't, so I had to go out to
Walt Disney. It was so simple when I learned how; it wasn't long
before the other studios unlocked the secret, too. The way I see
it, it gave Walt the edge on the other studios, then he had the
good sense to make an animator do a thing right. He also had two
more things: he had intuitive judgment, and he never forgot a gag
he ever heard. I'm not kidding you. He never admitted a gag wasn't
original with him, but you could many times trace the source of
them. I don't know that he even knew it himself. I've sat in story
meetings with Walt, and heard someoneA, B, or Cbring
up a spontaneous gag, to go in a certain place. Walt's sitting there
frowning. Looking usually someplace else, and before the meeting
is over, he gets the idea out of the airexcitedly explains
itand it goes in the picture. He never even heard it mentioned
earlier, except that he did hear it. What did he have, a
catalog of thought that stuck it all away and then flipped it out?
I don't know what it was, but I know he thought it came spontaneously
from him. And it was with all his ideas. I call it genius; of course
I call it genius, I'm not running the man down. He also knew how
to get it on the screen.
Another interesting thingI used to, as a director, fight
with the story departmentand Walt was one of thembecause
I didn't think an idea was funny; and a director had the final responsibility
for the results of a picture. Once he took it into his room, it
was his baby; no excuses. So I would fight with them. Walt was in
there, too. They would fight back, and I would argue, and finally
we would revise the idea so that I would be happy with it. Then
I had to go through the same thing with the animator. He didn't
have to take a scene that he didn't think was right, so he and I
would sit in the director's room, and we would argue and fightnot
to get him to take that scene if he didn't like it, but to try to
get to work around until it was his scene, and then he could
produce it on the screen. So it was with the director; when it became
his picture, he could produce it, provided he was a good enough
director. There would be ideas that I didn't like, and I would say
I didn't like them. And the story men would work on them, and change
them around until I was half-happy with them. Once there was one
idea I just thought was rather terrible, and I said so, and Walt
fought me, and he got mad at me; and he could be rather unreasonable,
at times. Of course, he was the boss, but he usually was very understanding.
But not this time. So I took the ideaI didn't want toand
went into the director's room with it. Some time later, Walt came
in and I said, "Walt, I still don't like it." He said,
"Oh, it's a good one, Dave, you do it. Do it just the way we
told it to you." So I did; believe me, I did. I worked hard
to sell it to the animator, and he didn't help. They'd just sit
there and [say] "Yeah, yeah." Sometimes they wouldn't
know whether it was good or bad. The scene came out on the screenwe
always had our previews, sneak previewsand the darned gag
fell flat as a pancake. The next daythere was always a postmortemI
said, "Walt, I didn't ever think that gag was any good."
He said, "Jeez, Dave, you just didn't do it right." So
I mumbled to myself and thought, "You can't win with Walt."
[The episode in question involved a scene in The Flying Mouse
(1934). Hand described what happened in a letter to me in May 1975:
"The mouse was being blown backward through the air, out of
control. He was a sympathetic character in a sad plight. The 'laugh'
gag was that his rear end would make a 'bull's eye' into a large
thorn sticking out of a rosebush stem. Now, for me, the idea itself
was not funnyespecially happening to a pathetic little flying
mouse. But I had been previously overruled in story, so when the
picture got to me, I decided to play the impaling idea down as much
as possible. However, Walt caught up with me when I was getting
it ready for the animator. We had more argument, and I lost. Walt
insisted that I make the thorn long, dark, and sharpand that
the mouse's rear end get buried clear up to the hilt. And further
to this, that I have the music build up to a 'screech' accent. That
poor mouse! The audience did not laugh at it, but it was one of
the many instances where I found Walt to be surprisingly sadistic.
He seemed to enjoy 'hurt' gags more than a lot of people."]
The development of the animators really took place with Walt's
encouragementinsistence, actually. The good animator, as soon
as he became any kind of a top quality animator, got burdened with
kids who didn't know much about animation. It might be Fred Moore
I'm talking about, but at the time Freddy Moore came in, he didn't
know anything, and he went in as a junior, and the senior animator
was burdened with him. He'd give him run-throughs, and jumps, and
bits of this and bits of that. Of course, the sharp boys soon learned
how to animate properly, and they had that feeling of "Disney."
We were all "Disney," we never went against Walt Disney,
we had married him, we wanted to do what he wantednot necessarily
because he was a boss so much as he was a leader, and the stuff
was going out in the theaters, and people were liking it. So, throughout
the years, besides all the details of animation development that
we had in the studiospecial classes and suchthe basic
system was the key animator taking on juniors, till they became,
themselves, toward key. We had, to my way of reasoning as a director,
three grades of animators: the key animator, the junior animator,
and the assistant to the junior. Key animators were cast as you
cast a character actor. Some of them could do one kind of thing,
and some another; one kind of thing not so well as the other. They
became specialists in some kinds of animation. So we cast them,
and the juniors under them were learning that kind of animation,
or else they would be moved to somebody else if they showed greater
talent in another kind of animation. So a key animator ended up
with rather a fair group of assistants in one manner or another,
all developing, and all under the pressure of quality, and Disney
in back of it.
In many cartoon directors' films, you can see in the animators'
work the director's personality, and what he wanted.
That would be trueI think you mentioned someone like Chuck
Jones [at Warner Bros.], and his strong posesbut in the Disney
studio, that was Walt.
But, even so, you had to get the animators to do what Walt wanted.
Yes, and they wanted to do what Walt wanted, too, there was no
problem there. They worked hard to do it.
You've mentioned that you never saw any politics, that the competition
among directors for animators was friendly.
Yes, that is right, and I would have seen politics being played
because I was close in animation, close in direction and over-all
studio supervision. I never had anyone come to me playing what we
termed politics. I think a large part of the lack of it was that
Walt didn't encourage political maneuvering, and he did not like
apple polishing. I'm not a politician; but some people are naturally
bent that way, and I think that Walt would sense it, squint and
frown, and turn and walk away. That's why we weren't bothered with
it in the studio.
The animator himself became like one you would cast for normal
[live action] pictures. He became a certain type of person who could
do certain kinds of animation betternot that he couldn't animate
almost anything, but he did certain things better than anyone else
in the studio could. He was naturally cast on specific types of
characters and business. He would take with him his juniors and
then give them the kinds of things that they seemed to like best.
Were there ever cases of animators who were best at a certain kind
of animation, but who really wanted to do some other kind? I've
heard that Milt Kahl, for example, would really prefer to do wilder,
more cartoony animation, instead of the realistic animation that
I'm smiling because certain animators were problems. They wanted
to do one kind of thing, they couldn't do it well, but they insisted
they could do it. I always thought of an animator as a highly creative
artist who had a world of his own turning around inside him. An
animator, particularly, couldn't see anywhere beyond himself. There
were some animators who did insist that they could do other work
better, and did get a chance at it, and did either do it or fail
at it. We would probably give it to them to quiet them, as it were.
Any particular instance that you might mention would be rather general
in the studio, with a lot of animators, who are very temperamental.
Oh, man, working with a studio full of artists, you've got yourself
a problem. They all had temperaments of one kind or another, or
they wouldn't be artists, and the better ones had more temperamentnot
all of them, but some of them. So, that would be true, but wouldn't
it be silly for a studio, and Walt in particular, to say to Joe,
or Jack, or whomever, "No, you just do what you're told and
stay where you are"? A top man? A top man you work with, you
don't want to misdirect him in any manner.
Speaking of the different animators' styles, the Disney cartoons
seem to have succeeded better than those of other studios in keeping
a consistency of style throughout the cartoon. If it's possible
to get specific, how would the director do that, working with the
Well, to begin, he would object to the casting of an animator on
his picture, if the type of work was entirely out of his character.
When a picture would be cast, in the shorts, the director would
sit with Walt and the production manager, who knew where everybody
was and when they were coming off their present assignmenta
terribly complicated thing in a big studio. The director would have
to know the animators, and he did know them, because he grew up
with them. He would say, "I would like to have A, B, C, and
D." "Well, you can't have B, because he still has a problem
on the other picture, and they've got to do a lot of that stuff
over." "Well, how about L or M? They do work like that."
I'd give them a little less of the important stuff. So there was
a sort of working back and forth until you got a crew that could
pretty much handle the kind of picture that you were working on.
And there were different types of pictures. Now, these [other cartoon]
studios you speak of, I don't think they cared about that as much.
Most studios would have a crew of animators that would work with
the same director, year in and year out. It sounds as if at Disney's,
they would shift around.
Yes, we didn't have that at Disney. We'd cast the man for the kind
of thing he could do on the kind of picture. We had a great many
productions going through, as you know. The most interesting thing
is the organizing of that vast amount of talent.
I recently re-read the Robert Field book, The Art of Walt
Disney [published in 1942; not to be confused with the 1973 book
of the same title, by Christopher Finch], which deals in large
part with the organization of the studio. From the book, it sounds
as if the studio was very well organized, and yet also very loose,
so people could be shifted around as they were needed.
I had a lot to do with that, in organizing the studio, because
I was eventually in that particular capacity, where Walt was in
the story department and I was taking care of the rest of the details
of production. There was so much manpower, and each one of them
was a temperament that you just couldn't push around like you push
"nuts and bolts" people around. The problem was to get
a group of people to the right place at the right time, in order
that they would be able to handle the kind of work that was coming
through. The kind of worknot any work, the kind of
work that was coming through. So it took a vast organization of
controls, and memos that went out continuously. That's hard enough
in a big studio; but we had a boss-man who didn't care anything
about army organization. He didn't care about the general being
the top man, and that he should go through the brigadier in giving
orders, and on down the line to the private. He thought he could,
and he did, tell the corporal to have the captains and the majors
see that the rest of the privates were over here doing something
else. And if you were a corporal in that studio, you hopped when
the general told you to.
I'm talking about Walt, of course. Walt didn't care anything about
the details of organization. And he caused a great deal of trouble
by ordering a certain man, or his group of men, to do something
else right now. This whole organization was supposedly working
properly, and we were so interrelated, all of us, that when this
happened we would immediately tell the other guys what went on,
so it didn't go on for long, probably half an hour, before the man
that Walt had told to change something, some routine, saw to it
that the information got right back up to me. Then, right away,
my secretary had to start those memos going out, changing the order
of things. We never tried to deny Walt the right to do it, but we
had to get the memos out to all the other departments saying that
signals had been changed, and we're going to do it this other way.
Then the organizational charts we had, telling how the operation
was to take place, had to be changedit was a mess.
Of course, the kind of man Walt was, you couldn't expect him to
care anything about organization, and he didn't. And he would do
these things, and it didn't matter who he spoke with; but fortunately,
we had a vast Dictaphone system, we could call anyone with a button,
never mind going through operators. This was before we went over
to Burbank, this was on Hyperion. The director had about thirty
keys he could push, to get anybody he wanted, and the animators
had certain keys they could pushnot as big a set of them.
So it wasn't long before everybody in the studio who was concerned
knew the signals had been changed. And that's how the studio was
run. Except in the meantime, we tried to have organization. I could
go on for hours about organization, but that's about the way it
was. It was a very strict organization; there was an organizational
setup, and it took an awful lot of time and a lot of people to see
that it worked.
Did this degree of organization become necessary when you began
work on the features?
It developed during the first feature, and we couldn't have produced
the feature without it. I'm speaking of Snow White, which
I was cast on as supervising director. We had a deadline, and there
was also a very definite financial problem at the studio at the
time, and we almost went broke. We had two deadlines: one was to
get a rough viewing product ready for the bankers, an example picturesome
pencil animation, some stills, some music, whateverto get
some more money from the bankers. We then had spent $750,000 (all
Disney money, I believe), which was a lot of money in those days,
and we needed nearly another $750,000 to finish it. So that was
the first deadline, to get the preliminary picture ready so we could
get $750,000 more. They did give us $750,000 to finish Snow White,
which made a total cost of about $1.5 million [officially, the negative
cost was $1,488,422.74]. Then we had the deadline to completely
finish it before Christmas, for Christmas preview. Everybody worked
very hard to get that picture out, and did get it out, on deadline.
But we couldn't have done it without organization, we just couldn't
handle a thing like that without organization.
The studio's employment expanded tremendously, didn't it, when
you began work on Snow White? I imagine that would have been
chaotic without organization, adding all those people.
That's a story in itself, too, the adding of the people and the
training and developing of them. There was no place to get them,
but out on the open market. There was one fortunate thing, of course;
that was done during the Depression, and good artists needed work.
It made a difference. In other words, we were on the buying end,
and the artist only had himself to sell, and he needed a job. I
think that was one of the reasons we were able to get so many good
people at that time. I know that we had 1,150 artists when we finished
Snow White [actually, the studio's employment didn't reach
that level until work was under way on later features like Pinocchio
and Bambi]. The cost of pictures when I went there, I think
was about thirty-five hundred dollars for Mickey Mouse. They went
up to five thousand dollars, and that's when Roy started fussing
with Walt, because he couldn't get five thousand dollars for a picture.
You do know that the distributors were giving pictures away before
Walt came along, don't you? Walt didn't like Roy complaining about
costs, and he told Roy that he was going to make the pictures better.
They got up to five thousand dollars and Roy felt terrible about
that, because he had to go out and find five thousand dollars for
To cut a long story short, they got up to fifteen thousand dollars$16,500
was one, I think, and that was too much. They couldn't, at that
time, get that much money out of the market. That's how the feature
idea was born. Walt said, "If we are making twenty pictures
at 650 feet, and we are getting fifteen thousand dollars for one
picture of 650 feet, why don't we make ten pictures for $150,000
and call it a feature?" So far as I know, it was Walt's idea
to make the feature; I don't know how much he talked it over with
other people. But the reasoning wasI know that, because of
the discussionswell, look, they're only paying us so much,
and we can't get any more out of the market, so [if] we stick ten
of them together, then we can get maybe three or four hundred thousand
dollars, whereas now they're only paying us $150,000, with no profit.
Well, you know Snow White grossed I think it was ten million,
which was exceptional at that time. Good reasoning. All the key
animators went on the feature, of course, and the other guys stayed
on the shorts, and the shorts suffered because of it, and never
did quite recover.
I asked him to please let the animators invest in the company,
and his answer was (and his thinking is interesting because now
Disney is public), "No, Dave. Do you think I'm going to let
an animator invest in this company and get a certain amount of investment,
and get out of the studio and sit on his ass and let these other
fellows staying behind do all the work while he doesn't contribute
anything? I'll never allow that." And he wouldn't allow us
to invest in his studio because of it. That, of course, upset me
terribly, because the men were so dedicated, that he should not
let them have some stock; but he wouldn't.
Snow White is roughly the length of ten or eleven shorts, and
yet its cost was much, much more than ten times the cost of a short.
What led to the great increase in costs?
Very simple. I'm being facetious when I say there were seven dwarfs,
but it's true. More than that, Disney was insisting on a qualityand
also he got mixed up in the multiplane camera, which was very expensivehe
was insisting upon a quality where it was tremendously costly; and
besides this, the animator didn't have a Donald Duck or a Mickey
Mouse to animate, he had dimensional characters. A marvelous accomplishment,
but every key animator of any note had to draw every character,
not in graphic form, but in personality. When you can make the characters
live the way the dwarfs lived, and get every animator to do it,
and make that same character look alike, and act alike, you've done
somethingand that costs money.
They couldn't rely on formulas...
Well, when you say "formulas," I know you don't mean
a circle for a head or a pear-shaped body, you mean a formulized
character, the characteristics in the character. We used to sit
as a group, in the large sound stage we had at that time, and people
would get up and act out their impression of a particular character.
The most interesting thing to me in the whole studio is something
that's quite hidden, to make a character come alive, be born. Come
to life dimensionally, not the way some of it's done. Every key
animator had to know that character, and it was a great deal of
effort to get every animator to know the character completely. I
don't know if you appreciate the amount of creative effort that
comes out of an animator to make the character live a certain way.
Not Mickey Mouse, Donald Duck, and Pluto; they had few subtle shades.
These Snow White characters that actually have these little
idiosyncrasies, little twists and turns and little walks. Every
animator had to know how to do it. And there were, still, seven
dwarfs, and, of course, the live-action [that is, based on live-action
film] Snow White and the Prince and such, and also the beautiful
backgrounds, and the designs of the dwarfs' house, and the interiors,
and so forth, which was mostly [Albert] Hurter's stuff. Tremendous
cost to that.
How much animation had to be done over because of this? Was there
a great deal of re-animating?
There always has been in the Disney studio. There always was while
I was there, and if the animator learned from itI didit
was well worth the effort. What you should have asked was, how much
was thrown out of the picture?
There were two complete sequences thrown out, weren't there?
Very costly and finished at that, in animation.
Weren't they building a bed in one sequence, and eating soup in
the other? What was the reason for not using those sequences?
They didn't seem necessary to the direct story line that we were
following. You know, at the Disney studioat least when I was
there, I don't know about nowthe story line was the most important
part of a production. There was no hit or miss; it was all very
hard work in the story department. Consequently, when these sequences
were in, and the footage was so much, and it's too costly to finish,
and it proved not to be really directly concerned with the picturethat
We wore the sweatbox outwe called it a sweatbox, you undoubtedly
know why [because of the nervousness the animators felt when Disney
was looking at their animation], and later a small projection room
probably half the size of this [the small room where the interview
took place]; and they were quite posh. The seats, and the screen,
and the projectionist up back, and a place for the secretary and
such. It was well organized. I would say, only at a guess, a quarter
of the things, a third of the things, had to be done over. Not all
done over, but scenes. I don't know that any important scene was
ever passed without some work on it. I don't know that any animator
ever presented a scene to a directorI'm talking about Snow
White nowthat didn't have some corrections. And if the
director couldn't find them, when Walt saw a sequence he would find
them, and all the things to be done over. That's how good pictures
What would be the nature of these corrections?
Almost anything. Grumpy wasn't grumpy enoughhis actions didn't
fit the force of the dialogue. The pre-scored [that is, recorded
in advance of the animation] dialogue was shouting and forceful,
but Grumpy just didn't seem to be portraying in his expressions
and actions that piece of dialogue. Or it might be the dwarfs' dance,
where they're all dancing around with Snow White. They weren't happy
enough, they weren't bouncy enough, they weren't expressing the
feeling of the music. Things like that. Or when Dopey got up on
Sneezy's shoulders and danced around with Snow White, he wasn't
silly enough. These corrections go way beyond the simple mechanics
of animation. The best of animators, of course, would have to do
things over, which was no stigma to them.
Would you ever have cases when the layouts and the animation weren't
working the way you'd planned? Say the lines of action were conflictingwould
you ever have to go back one step and rework the layouts as well?
That would be rare. The reason is that the layout man sat in the
room with the director. The director had a large desk area, and
the layout man had his own little cornerlarge rooms, they
were. We called them "music rooms," but they were directors'
rooms. The director and the layout man would go over this sequencethree
or four or five timesand the director would very carefully
explain to the layout man exactly what took place, and when it took
place"when," relative to the other actions of the
scenewhere he entered, how he entered, what he didclimb
a tree or fall in a hole, whatever, and over here, maybe, and over
thereand the layout man would then make, promptly, a rough
sketch with many positions where the character would be in the scene,
just rough. The layout man knew the characters pretty well to draw
them, not to animate them. So the layout man wouldto the best
of his understanding of what the scene was aboutmake two or
three rough sketches and present them to the director, who was sitting
there, maybe busy for the minute, but nevertheless available, and
the director would go over them with the layout man, and agree or
disagree on what the layout man had donewhatever the perspective
was, was the character shown going far enough away and coming up
in the foreground enough, and all that kind of stuff, until the
layout man got the director's OK and was prepared to go into his
final layout drawings. When he went into those, he pretty much understood,
and the director very much agreed, that that was what was wanted.
Now, there usually was not a change, but there could have been
a change when the animator came in to pick up the scene. Because,
as I explained to you earlier, the animator had to be satisfied.
There was no business of telling him to do it or else. The director's
job was to sell the animator, the animator not necessarily really
knowing what was good or not in ideas. Nothing against the animator;
he was not a story man, he was not an idea man, he was an animator.
But sometimes something would stick in his craw and he wouldn't
like it, so we'd have to work it over and get it so he would
like it. Change the timing on the exposure sheets, change the
layout, do anything to get that animator satisfied and happy, when
he left the room. I think you'll agree, in talking with any of the
animators at the Disney studio, that when they left the room they
were satisfied that the scene would work. So when they got back
on the desk, and did the scene, and presented the rough animation
to the director, then the discussion took place: "But you didn't
do it enough." They had to follow the exposure sheet; the animator
even helped to change an exposure sheet, if he didn't agree with
the director's timing, and he didn't necessarily agreethat
is, the key animators. They knew what they were doing; they'd say,
"I don't have time to do that." And a director would argue,
but nevertheless, he would cut out some action so as to give the
animator the time he felt he needed. So, when the animator left
the room, the fact is that he agreed that he had a good scene. So
now he's returned with the rough animation of the whole sceneand
the director said, "But you didn't do it the way we agreed."
There were never any big arguments. The director would then act
it out in some manner, and the animator would go back and make his
changes, or get his assistant to make themit didn't matter.
When he came back the next time, it might be right, or something
else might require changing. Then it went through the normal routine
of in-betweening all the drawings and cleaning up, and into the
You mentioned timingso an animator would say that there wasn't
enough time allotted on the exposure sheet for him to make this
particular action convincing?
Yes, an experienced animator would say that. The director had to
time the whole picture, half-second by half-second, and he could
of course always use a stopwatchsometimes you would get a
feel of a thing without a stopwatch for ten or fifteen seconds,
but not very technical, close actions. He'd have to time those out.
So there would be a discussion, and the animator would say, "Yeah,
yeah, that's right, I didn't see it that way. Yes, I can do that."
Or, "No, I can't do it." You'd certainly give him time
to do it, or he would say, "Well, I can't do a scene like that.
No wonder it doesn't come out, you wouldn't let me have the time!"
You and the other Disney directors were all former animators yourselves,
We had to be. Not in our studio was there ever a director who wasn't
an animator. No, the animator wouldn't have looked up to youhe
wouldn't have trusted you. And you had to be a key animator; you
couldn't be a junior someplace, you had to know what you were talking
about. Naturally. He had confidence in you. Well, that's only proper,
isn't it? We had confidence in Walt, the animators had confidence
in the directors, that they knew what they were talking about, especially
if the director would discuss and argue with them and work with
them, to get the thing the way the animator thought it ought to
be, so he would do it properly.
How did you become a director yourself?
The first direction I did was at Fleischer. How was it Walt picked
me? I don't know. I don't know why the Fleischers picked me. I was
an idea man, I always have been an idea man. Not necessarily the
best idea man, but an idea man. I found myself writing and directing
the "Out of the Inkwell" cartoons. From animationwhich
I didto writing and directing. I must have had some executive
ability, or I couldn't have handled the Disney operation, and I
couldn't have later gone over to Rank. It must have been there,
but I don't know how, except that the boss man must have recognized
it. Why Walt ever picked me to direct Snow White when there
were five other directorsI don't know. He told me that I shouldn't
be in the business, on my first directorial job on shorts. That
was Building a Building. Walt had the extra animators, and
I suppose he saw a directorial ability in meI say that humblyso
he gave me this story that was turned down by other directors and
said that I was to direct it. This was my introduction to Disney
direction, although I had directed before Disney. He didn't care
about what I'd done before. But he wouldn't give me any of the key
animators, the guys who could animate. He gave me these little,
junior fellows. He said, "Hell, Dave, you've worked with juniors
as supervising animator, you can work with these fellows."
Well, there was a lot of personality stuff, and how do you get it
out of juniors? Anyway, when the picture was previewed, I felt happy,
because I happened to have counted the number of laughs in the picture,
because it was my picture. Never mind the number, it was up thereactually,
twenty-one. I was very happyhappy for the studio, not for
myself. The next day, Walt came into my room, and he stayed through
noon hourabout an hour and a halfand told me where I
should have been, instead of in an animation studio, and how did
I ever think I could direct. This is true: Walt isn't here to defend
himself, but I assure you it was true. He knocked me down until
I was lower than a snake's belly. I don't know why he did it, because
I know the picture was all right: I heard the audience at the sneak
preview. A very peculiar man, Walt was. But I took it. I took it,
and before long I was directing Snow White [laughing]. Don't
ask me how I got it.
I must tell you, a very funny thing happened. We had a meeting
on Snow White, on one of the sequences, and the director
is always in on a sequence when it's finally getting ready to be
delivered, and they had an action with one of the dwarfs moving
around the room, and you had to work to a certain lengththis
was working to music, and had about thirty seconds for this particular
action. Walt was a marvelous pantomimist, a marvelous actor. If
you said it to him, he would grump and walk away, but he was. And,
of course, when he would get one of his expressions on his face
with an animator, you'd better get it on the screen, which you usually
did. He had a rubber face, it seemed to me. Anyway, I couldn't see
the action getting completed in the time allotted. I saidbecause
we always deferred to Walt, never mind how many other people were
in room, you worked with Walt, and talked to him, and told him it
didn't work, you didn't tell somebody elseI said, "Walt,
the animator can't do it in that time." He said [imitating
Disney's grumpy voice], "Hell, yes, Dave, you can do it in
that time." He got up and did it againvery good acting.
I said, "Well, it looked too long to me, Walt." He didn't
know it, but I had a stopwatch hidden in my pocket. A dirty trick.
And I said to him, "Walt, do it once more for me, will you,
please?" "Oh, sure." Now, it was supposed to be done
in thirty secondsnot thirty-two secondsand he'd get
up, and he'd go all through itmarvelous stuff, you know. Lots
of action in it, lots of things to be done. And he got all through
and he said, "There! You see, there it isthirty seconds."
And I pulled this stopwatch out, which I had started with his acting.
I should never have done it. I looked at my watch and I said, "That
was fifty-five seconds, Walt." I learned a lesson. He
didn't like that kind of thing, he didn't like that at all, no.
He had an eyebrow that went up and helped to part his hair, and
it went up, and the other one went down. He had a very disturbing
frown. He didn't say a word. He just turned and stomped out of the
room. He hadn't said anything. What was there to say?
He was a funny man. You didn't usually cross him. You didn't tell
him he didn't know what he was talking about, ever. We knew better
than that. But we did do things behind his back that he didn't want
done, in order to get a job done.
When you first came to the Disney studio, I guess in '29 or '30...
January 1930, the last of the month.
You've already mentioned the synchronization of the sound, but
what other things was Disney doing that struck you as different
from what you'd been exposed to before?
The Movieola, the pencil tests. You saw a negative, you understand
that; it was a negative delivered to you in a loop, for your scene.
The scene might be four, five, six, eight, ten seconds. Your loop
went around through that Movieola. The Movieola was set at twenty-four
[frames] per second, although you could run it very slowly and back
it up, back and forth, back and forth. That was the innovation,
and that was the thing that allowed the animatorand allowed
Waltto see what the animator was going to put on the screen,
so the animation didn't get all the way through production before
he could see it.
They were already making pencil tests when you went to work there?
Yes, I remember standing by the hour, looking at tests. Just one
little bull's-eye, you know. The damned thing stood up so high,
and you put your foot on the pedal; that's all they had.
What really distinguished Disney from the New York studios was
the striving for personality in the characters. Were you conscious
of that when you came to Disney, was it already in evidence?
It was not in open evidence, but such a thing as what Walt was
striving for grew within him and the animatorsa unity of development,
of a desire for the better, for the very best obtainable. Walt,
of course, was the spirit in back of it all, when he could tell
the front office, "You get the money, we'll make the pictures."
You never heard that before, not in the cartoon business. It was
always, "Yes, sir, we'll do it for thirty-five hundred dollars"and
I've always heard the general statement that his story mind was
what set him apart.
Yes, this is true. Well, that's part of what his genius was, [but]
he had it more than there. He intuitively knew pretty muchdidn't
make many mistakeswhat was right and what was wrong. Like
a woman, who doesn't reason the way a normal executive would reason
about something. He worked by intuition a lot.
I've heard that he would come into a meeting, where say nineteen
or twenty people were working on a problem, and he would suddenly
reach out and pull the solution out of the air.
It wasn't quite that spontaneous. I would say that whether it was
a good solution or not, if Walt decided it was, that was the end
of the conference. That's fairly stated. So, I wouldn't say that
was necessarily true. I've seen us all struggle by the hour, by
the week, with Walt in the meetings, struggling over solutions.
He didn't get them that easy. But he did have a good memory, which
helped him, and also he used intuition.
He and I used to belong to a riding group out here in Santa Barbara,
called the Rancheros Visitaderos, and every May they rode for a
week up over the mountains and stopped at different ranchesall
men, stag [according to records in the Disney Archives, those outings
took place in the late thirties]. He would ride along with methese
were long rides, up from Santa Barbara over to the Santa Ynez Valley.
He would talk at me, all the time, riding along, what we should
do on some picture or problem, and how we should do it, and I got
so full and so confused, with his changing his mind, that I eventuallythe
second or third day starting outwould hide out, behind the
big oaks, with my horse, until he went on down the trail with some
other Rancheros, then I'd go along merrily, to keep away from him.
He was wearing me down; he didn't know anything else, he couldn't
talk anything else, but that studio. When [he was] at home, he'd
go over to the studio about every night, you know, and look through
animators' drawings. ...
Walt never praised; I don't ever remember him praising me or anybody
else. I don't want to be unjust with the man, [but] I don't remember
him ever saying, "Gee, you did a fine job," slapping you
on the back. Never that. Never that. And he prohibited us from looking
at other studios' pictures; I mean to study them, in the early days.
We'd come in and say, "Oh, boy, we saw a lousy"whatever
picture. "Let's get a print to look at." Walt said, "Look,
don't go looking at that kind of stuff. Just look at good stuff.
If you find good stuff, let's look at it, but don't look at bad
stuff." We were so happy to be so much better, but he took
us down, he didn't care about that.
So, if you didn't get criticized by Walt, that was your praise,
more or less?
Well, yeah. The theater was ourand his, toocriterion.
It was our answer. If it wasn't good, he didn't have to tell us.
We knew it, you could tell it. I'm talking about the key men now.
He didn't have to scold people. If any scolding was to be done it
was in the sweatbox before the preview. At the time of the preview,
the die was cast, and he stood responsible with everybody else for
what was on the screen.
[Posted May 2003; illustration replaced, 7/31/15]]