Board Member Quotes

By embracing a holistic approach to risk management and conducting regular risk assessments, board members can ensure that their company is prepared to face a wide range of challenges

The board's vision sets the standard for leadership throughout the company. By actively promoting and embodying the vision, board members hold management accountable for aligning their actions and strategies with the company's long-term aspirations.

By focusing on a few key financial metrics, board members can transform these statements from a labyrinth into a compass, guiding them through the company's financial landscape.

By mastering the art of corporate governance, board members and executives can unlock the full potential of their organizations, driving innovation, growth, and social impact.

The financial statements are just a starting point. By asking the right questions and actively engaging with the data, board members can gain a deeper understanding of the company's financial health and position themselves to make sound decisions that will ensure the company's long-term success.

Good strategy requires board members to think beyond the boardroom and monitor global trends and events that could impact the company's operating environment.

Industry and business acumen are not merely desirable traits for board members; they are essential prerequisites for effective corporate governance.

Effective board meetings encourage active participation from all board members, fostering a culture of open communication and respectful debate.

By casting a wide net, board members can gain a more comprehensive understanding of the risk landscape facing their company.

Remember that each company is different - Board members need to curate a customized financial evaluation framework specific to the company.

Good strategy requires board members to think beyond the boardroom and recognize and reward employees who demonstrate stewardship behaviors.

Effective board members employ active listening skills, acknowledge opposing viewpoints, and focus on finding common ground.

Good strategy requires board members to think beyond the boardroom and be prepared to make swift and decisive decisions in response to unforeseen events.

By monitoring liquidity metrics, board members can ensure the company has sufficient cash on hand to pay its bills, meet payroll, and invest in growth opportunities.

Board members must stay abreast of industry trends, regulatory changes, and emerging financial risks to ensure that they are equipped to make sound financial decisions.

In a mastermind alliance, members freely exchange information, insights, and resources, accelerating learning and problem-solving.

In the complex and ever-evolving landscape of corporate governance, board members are entrusted with a weighty responsibility: to safeguard the interests of shareholders, guide the company's strategic direction, and ensure its long-term success.

The business landscape is constantly evolving, and board members must commit to continuous learning to stay ahead of the curve.

In a mastermind alliance, members actively contribute their unique perspectives, skills, and experiences, creating a dynamic environment where ideas are cross-pollinated and solutions are co-created.

Deep knowledge of the company's industry is essential for understanding the competitive landscape, regulatory environment, and emerging trends. Board members with industry experience can provide valuable insights and guidance on strategic decision-making, risk management, and growth opportunities.

Without a clear definition of success, board discussions can become disjointed, with members focusing on different priorities and potentially conflicting agendas. It can also lead to members talking through each other or over each other during meetings, instead of talking with each other. This can lead to inefficient decision-making, missed opportunities, and ultimately, hinder the organization's progress.

By comparing the company's performance to industry peers, board members can gain valuable insights into areas for improvement and identify best practices.

Beyond industry knowledge, board members must possess a strong understanding of the company's specific business model, operations, and financial performance.

A deep understanding of the business and industry landscape allows board members to identify emerging risks and ensure appropriate mitigation strategies are in place.

When board members possess a deep understanding of both the industry and the business, their contributions to governance become exponentially more valuable.

Without good strategic thinking, one event could be the end for the company. One mistake could invite demise. One unexpected situation in global supply chains, and next thing you know the company is filing for bankruptcy. Before these things ever happen, board members in the boardroom ought to be discussing and planning for how the company would respond if it were to happen.

Effective board meetings thrive on active participation from all members.

In today's consumer-driven economy, a strong marketing strategy is essential for success. Board members with marketing expertise can provide valuable insights into consumer behavior, brand positioning, and digital marketing strategies. This is especially crucial for companies in consumer goods, retail, and technology sectors.

Remember, the financial statements are just a starting point. By asking the right questions and actively engaging with the data, board members can gain a deeper understanding of the company's financial health and position themselves to make sound decisions that will ensure the company's long-term success.

Negotiation is a fundamental skill for board members. Whether it's negotiating with management over strategic direction, with investors over funding terms, or with stakeholders over environmental impact, the ability to negotiate effectively is essential for achieving the best possible outcomes for all parties involved.

The man of system, on the contrary, is apt to be very wise in his own conceit; and is often so enamoured with the supposed beauty of his own ideal plan of government, that he cannot suffer the smallest deviation from any part of it. He goes on to establish it completely and in all its parts, without any regard either to the great interests, or to the strong prejudices which may oppose it. He seems to imagine that he can arrange the different members of a great society with as much ease as the hand arranges the different pieces upon a chess-board. He does not consider that the pieces upon the chess-board have no other principle of motion besides that which the hand impresses upon them; but that, in the great chess-board of human society, every single piece has a principle of motion of its own, altogether different from that which the legislature might chuse to impress upon it. If those two principles coincide and act in the same direction, the game of human society will go on easily and harmoniously, and is very likely to be happy and successful. If they are opposite or different, the game will go on miserably, and the society must be at all times in the highest degree of disorder.

The chair's leadership also extends to individual board members. They should mentor and coach new members, help them integrate into the board's culture, and provide guidance on their roles and responsibilities.

By encouraging a culture of collaboration, open communication, and constructive debate, boards can harness the collective wisdom of their members and make decisions that drive the company towards long-term success.

Accurate minutes are the official record of a board meeting. They capture key decisions, discussions, and action items. Minutes should be clear, concise, and distributed to all board members promptly after the meeting.

The main lesson of thirty-five years of AI research is that the hard problems are easy and the easy problems are hard. . . . As the new generation of intelligent devices appears, it will be the stock analysts and petrochemical engineers and parole board members who are in danger of being replaced by machines. The gardeners, receptionists, and cooks are secure in their jobs for decades to come.

Board meetings shouldn't be a one-sided affair. Facilitating productive board meetings requires encouraging active participation from all members.

A well-rounded board can leverage the collective wisdom of its members to make more informed and robust decisions.

...in the eyes of her oldest friends and colleagues and extended family, she wasn't a painfully thin seventy-five-year-old gray haired woman dying of cancer- she was a grade school class president, the young friend you gossiped with, a date or double date, someone to share a tent with in Darfur, a fellow election monitor in Bosnia, a mentor, a teacher you'd laughed within a classroom or a faculty lounge, or the board member you'd groaned with after a contentious meeting

Not even the most prominent members of their profession were safe from the activist mob. Get on board with “affirmative therapy”—or lose your job and maybe your license.

This is why many liberals have fallen into the trap of seeing integration in merely aesthetic terms, where a token number of Negroes adds color to a white-dominated power structure. They say, “Our union is integrated from top to bottom, we even have one Negro on the executive board”; or “Our neighborhood is making great progress in integrated housing, we now have two Negro families”; or “Our university has no problem with integration, we have one Negro faculty member and even one Negro chairman of a department.

Because everybody on the school board, and the railroad, and the PTA and paper mill had to be somebody’s mother or father, whether really or as a member of a category; and there was a point at which the reflex to their covering warmth, protection, effectiveness against bad dreams, bruised heads and simple loneliness took over and made worthwhile anger with them impossible.

A board of three is ideal. Your board should never exceed five people, unless your company is publicly held. (Government regulations effectively mandate that public companies have larger boards—the average is nine members.) By far the worst you can do is to make your board extra large. When unsavvy observers see a nonprofit organization with dozens of people on its board, they think: “Look how many great people are committed to this organization! It must be extremely well run.” Actually, a huge board will exercise no effective oversight at all; it merely provides cover for whatever microdictator actually runs the organization. If you want that kind of free rein from your board, blow it up to giant size. If you want an effective board, keep it small.

Heroes in fact die with one's youth. They are pinned like butterflies to the setting board of early memories—the time when skies were always blue, the sun shone and the air was filled with the sounds and scents of grass being cut. I find myself still as desperate to read the Sussex score in the stop-press as ever I was; but I no longer worship heroes, beings for whom the ordinary scales of human values are inadequate. One learns that as one grows up, so do the gods grow down. It is in many ways a pity: for one had thought that heroes had no problems of their own. Now one knows different!

Board of Directors members should each bring something unique to the table; and they should share their uniqueness with the rest of the board to inform key decisions.

Board of Directors members should hold management accountable for performance and ensure the company is operating ethically and responsibly.

Board of Directors members should challenge the status quo and offer fresh perspectives to help the company stay innovative and competitive in a rapidly changing world.

Board of Directors members should actively participate in succession planning to identify and groom future leaders who can ensure the company's continued growth and stability.

on the other hand, who would be a more dedicated gay-basher than a gay school board member? look at congress.

He picks the most visible place on purpose,” said the investor and Tesla board member Steve Jurvetson. “He’s at Tesla just about every Saturday and Sunday and wants people to see him and know they can find him. Then, he can also call suppliers on the weekend, and let them know that he’s personally putting in the hours on the factory floor and expects the same from them.

PayPal cofounder and Facebook board member Peter Thiel—really the only significant Silicon Valley voice to support Trump—was warned by another billionaire and longtime Trump friend that Trump would, in an explosion of flattery, offer Thiel his undying friendship. Everybody says you’re great, you and I are going to have an amazing working relationship, anything you want, call me and we’ll get it done! Thiel was advised not to take Trump’s offer too seriously. But Thiel, who gave a speech supporting Trump at the Republican Convention in Cleveland, reported back that, even having been forewarned, he absolutely was certain of Trump’s sincerity when he said they’d be friends for life—only never to basically hear from him again or have his calls returned.

Board of Directors members should provide strategic oversight and guidance to help the company navigate complex market dynamics and chart a course for long-term success. It's about the big picture.

For years, the family funded legal challenges to various campaign-finance laws. Ground zero in this fight was the James Madison Center for Free Speech, of which Betsy DeVos became a founding board member in 1997. The nonprofit organization’s sole goal was to end all legal restrictions on money in politics. Its honorary chairman was Senator Mitch McConnell, a savvy and prodigious fund-raiser. Conservatives

And just how did you arrive at that remarkable conclusion, Mr. Mayor?" "In a rather simple way. It merely required the use of that much-neglected commodity -- common sense. You see, there is a branch of human knowledge known as symbolic logic, which can be used to prune away all sorts of clogging deadwood that clutters up human language." "What about it?" said Fulham. "I applied it. Among other things, I applied it to this document here. I didn't really need to for myself because I knew what it was all about, but I think I can explain it more easily to five physical scientists by symbols rather than by words." Hardin removed a few sheets of paper from the pad under his arm and spread them out. "I didn't do this myself, by the way," he said. "Muller Holk of the Division of Logic has his name signed to the analyses, as you can see." Pirenne leaned over the table to get a better view and Hardin continued: "The message from Anacreon was a simple problem, naturally, for the men who wrote it were men of action rather than men of words. It boils down easily and straightforwardly to the unqualified statement, when in symbols is what you see, and which in words, roughly translated is, 'You give us what we want in a week, or we take it by force.'" There was silence as the five members of the Board ran down the line of symbols, and then Pirenne sat down and coughed uneasily. Hardin said, "No loophole, is there, Dr. Pirenne?" "Doesn't seem to be.

For a long time, it was one of these things where—I was really much younger than now—my whole "brand" both to the investors and to our board members was this crazy Russian boy-genius who comes out and sprinkles magic dust on technology and things just work.

Hazel sometimes had a fantasy daydream at school where the teacher walked into the classroom and yelled, ISN’T EVERYTHING HORRIBLE? DOESN’T THE PAIN OF THE WORLD OUTWEIGH THE JOY BY TRILLIONS? WOULD YOU LIKE TO PUSH ALL OF THE DESKS INTO THE CENTER OF THE ROOM AND BURN THEM IN A GIANT BONFIRE? THEN WE CAN RUN AROUND SCREAMING AND WEEPING AMIDST THE SMOKE IN A TRUTHFUL PARADE OF OUR HUMAN CONDITION. SINCE YOU ARE SMALL STATURED, CHILDREN, IT MIGHT HELP OTHERS TO FEEL THE FULL BRUNT OF YOUR AGITATION IF YOU WAVE STICKS AND SHRUBBERY OVER YOUR HEADS ALL THE WHILE. WE DON’T WANT TO KILL ANYTHING WE DON’T HAVE TO KILL; EVERYTHING LIVING THAT WE’VE EVER SEEN OR KNOWN WILL DIE WITHOUT OUR INTERVENTION, OURSELVES INCLUDED; THIS IS A PSYCHOLOGICAL LEAD BLANKET THAT EVEN OUR MOST PERVASIVE MOMENTS OF COMFORT CANNOT CRAWL OUT FROM UNDER AND ONE UNEXTINGUISHABLE SOURCE OF DESPAIR, SO WE WON’T BE PERFORMING ANY RITUALISTIC SACRIFICES; THAT’S NOT THE DIRECTION WE WILL GO IN JUST YET; HOWEVER, ASSISTANT PRINCIPAL LAWRENCE IS ON THE PROWL FOR A ROAD CARCASS WE MIGHT BE ABLE TO USE AS A REPRESENTATIVE PROP BECAUSE NOWHERE IN OUR AUTUMN-THEMED POSTER BOARD DéCOR IS MORBIDITY OR DECAY SYMBOLIZED. OUR SCHOOL BOARD MEMBERS CANNOT AGREE ON HOW BEST TO ACKNOWLEDGE THE BOUNDLESSNESS OF HUMAN CRUELTY. IN OUR SOCIETY SOME OF YOU ARE FAR SAFER AND MORE ADVANTAGED THAN OTHERS; AT HOME SOME OF YOU ARE FAR MORE LOVED; SOME OF YOU WILL FIND THAT CONCEPTS LIKE FAIRNESS AND JUSTICE WILL BE THIN, FLICKERING HOLOGRAMS ON THE PERIPHERY OF YOUR LIVES. OH, LOOK, CHILDREN—I SEE MR. LAWRENCE IN THE DISTANCE DRAGGING A PORTION OF A HIGHWAY-SLAUGHTERED DEER. LET’S GO HELP HIM LUG IT INSIDE AND BE REMINDED THAT WE TOO INHABIT BODIES MADE OF MEAT-WRAPPED BONES; LET’S MEDITATE ON THIS CORPOREAL TERROR. Whenever her mother had asked, Hazel always told her, School is great.

Cyrus may have been voted in by the members as president, but everyone knows that Eli is the chief of this tribe. Not because that’s how he wants it, it’s because every man who wears a Terror cut respects the hell out of him. But because of Eli’s stint in prison, he can’t hold an official office.

Drawing upon my days as a litigation attorney, I told Anna that cases and confrontational situations are “won on facts”: “Stick to the facts. Lay out the facts with suggested solutions in plain and simple terms and in a calm voice, which would win over some board members and, in time, your CEO and COO.

In a failed attempt to ease my concerns over that, a few emails came to me explaining how some other members of the board were even less competent than McLeroy. For example, Vice Chairman David Bradley famously said, “This critical thinking stuff is gobbledygook. Students need to be able to jump to their own conclusions.” Yes,

No one would ever see them, but the members of the team knew that their signatures were inside, just as they knew that the circuit board was laid out as elegantly as possible.

Fame requires every kind of excess. I mean true fame, a devouring neon, not the somber renown of waning statesmen or chinless kings. I mean long journeys across gray space. I mean danger, the edge of every void, the circumstance of one man imparting an erotic terror to the dreams of the republic. Understand the man who must inhabit these extreme regions, monstrous and vulval, damp with memories of violation. Even if half-mad he is absorbed into the public's total madness; even if fully rational, a bureaucrat in hell, a secret genius of survival, he is sure to be destroyed by the public's contempt for survivors. Fame, this special kind, feeds itself on outrage, on what the counselors of lesser men would consider bad publicity-hysteria in limousines, knife fights in the audience, bizarre litigation, treachery, pandemonium and drugs. Perhaps the only natural law attaching to true fame is that the famous man is compelled, eventually, to commit suicide. (Is it clear I was a hero of rock'n'roll?) Toward the end of the final tour it became apparent that our audience wanted more than music, more even than its own reduplicated noise. It's possible the culture had reached its limit, a point of severe tension. There was less sense of simple visceral abandon at our concerts during these last weeks. Few cases of arson and vandalism. Fewer still of rape. No smoke bombs or threats of worse explosives. Our followers, in their isolation, were not concerned with precedent now. They were free of old saints and martyrs, but fearfully so, left with their own unlabeled flesh. Those without tickets didn't storm the barricades, and during a performance the boys and girls directly below us, scratching at the stage, were less murderous in their love of me, as if realizing finally that my death, to be authentic, must be self-willed- a succesful piece of instruction only if it occured by my own hand, preferrably ina foreign city. I began to think their education would not be complete until they outdid me as a teacher, until one day they merely pantomimed the kind of massive response the group was used to getting. As we performed they would dance, collapse, clutch each other, wave their arms, all the while making absolutely no sound. We would stand in the incandescent pit of a huge stadium filled with wildly rippling bodies, all totally silent. Our recent music, deprived of people's screams, was next to meaningless, and there would have been no choice but to stop playing. A profound joke it would have been. A lesson in something or other. In Houston I left the group, saying nothing, and boarded a plane for New York City, that contaminated shrine, place of my birth. I knew Azarian would assume leadership of the band, his body being prettiest. As to the rest, I left them to their respective uproars- news media, promotion people, agents, accountants, various members of the managerial peerage. The public would come closer to understanding my disappearance than anyone else. It was not quite as total as the act they needed and nobody could be sure whether I was gone for good. For my closest followers, it foreshadowed a period of waiting. Either I'd return with a new language for them to speak or they'd seek a divine silence attendant to my own. I took a taxi past the cemetaries toward Manhattan, tides of ash-light breaking across the spires. new York seemed older than the cities of Europe, a sadistic gift of the sixteenth century, ever on the verge of plague. The cab driver was young, however, a freckled kid with a moderate orange Afro. I told him to take the tunnel. Is there a tunnel?" he said.

In 2010, what was then your standard-issue retirement community decided to try an experiment after a board member heard of a housing shortage at the nearby Cleveland Institute of Music. It invited 2 and eventually 5 music students from the school to live with its 120 elderly residents rent-free, in exchange for giving recitals and art-therapy courses and spending time with residents.

The man of system, on the contrary, is apt to be very wise in his own conceit; and is often so enamoured with the supposed beauty of his own ideal plan of government, that he cannot suffer the smallest deviation from any part of it. He goes on to establish it completely and in all its parts, without any regard either to the great interests, or to the strong prejudices which may oppose it. He seems to imagine that he can arrange the different members of a great society with as much ease as the hand arranges the different pieces upon a chess-board. He does not consider that the pieces upon the chess-board have no other principle of motion besides that which the hand impresses upon them; but that, in the great chess-board of human society, every single piece has a principle of motion of its own, altogether different from that which the legislature might chuse to impress upon it. If those two principles coincide and act in the same direction, the game of human society will go on easily and harmoniously, and is very likely to be happy and successful. If they are opposite or different, the game will go on miserably, and the society must be at all times in the highest degree of disorder.

In the workplace, Japanese women have low participation and low pay. Participation declines steeply with increasing level of responsibility. Whereas women account for 49% of Japanese university students and 45% of entry-level job holders, they account for only 14% of university faculty positions (versus 33%–44% in the U.S., United Kingdom, Germany, and France), 11% of middle-level to senior management positions, 2% of positions on boards of directors, 1% of business executive committee members, and less than 1% of CEOs. At those higher levels Japan lags behind all major industrial countries except (again) South Korea.

[ Dr. Lois Jolyon West was cleared at Top Secret for his work on MKULTRA. ] Dr. Michael Persinger [235], another FSMF Board Member, is the author of a paper entitled “Elicitation of 'Childhood Memories' in Hypnosis-Like Settings Is Associated With Complex Partial Epileptic-Like Signs For Women But Not for Men: the False Memory Syndrome.” In the paper Perceptual and Motor Skills,In the paper, Dr. Persinger writes: On the day of the experiment each subject (not more than two were tested per day) was asked to sit quietly in an acoustic chamber and was told that the procedure was an experiment in relaxation. The subject wore goggles and a modified motorcycle helmet through which 10-milligauss (1 microTesla) magnetic fields were applied through the temporal plane. Except for a weak red (photographic developing) light, the room was dark. Dr. Persinger's research on the ability of magnetic fields to facilitate the creation of false memories and altered states of consciousness is apparently funded by the Defense Intelligence Agency through the project cryptonym SLEEPING BEAUTY. Freedom of Information Act requests concerning SLEEPING BEAUTY with a number of different intelligence agencies including the CIA and DEA has yielded denial that such a program exists. Certainly, such work would be of direct interest to BLUEBIRD, ARTICHOKE, MKULTRA and other non-lethal weapons programs. Schnabel [280] lists Dr. Persinger as an Interview Source in his book on remote viewing operations conducted under Stargate, Grill Flame and other cryptonyms at Fort Meade and on contract to the Stanford Research Institute. Schnabel states (p. 220) that, “As one of the Pentagon's top scientists, Vorona was privy to some of the strangest, most secret research projects ever conceived. Grill Flame was just one. Another was code-named Sleeping Beauty; it was a Defense Department study of remote microwave mind-influencing techniques ... [...] It appears from Schnabel's well-documented investigations that Sleeping Beauty is a real, but still classified mind control program. Schnabel [280] lists Dr. West as an Interview Source and says that West was a, “Member of medical oversight board for Science Applications International Corp. remote-viewing research in early 1990s.

U.S. Soccer’s monetary figures are equally unsettling. In 2017, the women’s team is expected to generate $17 million in revenue compared to $9 million by the men, and yet the men’s salaries still dwarf the women’s across the board. For wins, the women’s team earns thirty-seven cents to every dollar earned by men. Players in the National Women’s Soccer League earn between $6,842 and $37,800, while members of Major League Soccer earn an average salary exceeding $200,000.

Nevertheless, the members of the Board of Trade were so delighted with the lamps that they decided to change Austin’s official nickname from “City of the Violet Crown” (in honor of Austin’s stunning sunsets) to “The City of Eternal Moonlight.

Even houses change, Reynie had thought, and it had caused an odd flutter in his stomach. Weren't houses supposed to represent stability? Sure, the Society had changed a lot of things about Mr. Benedict's house on purpose, but some things, Reynie realized, they had changed simply by being there. A thousand footsteps on that particular board, and now it creaked. Every member of the Society, too, bore a thousand hidden footsteps: effects of a different kind, many impossible to have predicted.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

The Communist Party leadership likes SOEs because they can implement its policies. The Party members who run them can be ordered to carry out Party policies. But many bosses like running SOEs because they provide plenty of opportunities for personal enrichment. Setting up a subsidiary company and appointing oneself to the board is an easy way to make money. Another is to set up a private company owned by a friend or relative and either sell its assets at cheap prices or award it lucrative contracts.

When the design was finally locked in, Jobs called the Macintosh team together for a ceremony. “Real artists sign their work,” he said. So he got out a sheet of drafting paper and a Sharpie pen and had all of them sign their names. The signatures were engraved inside each Macintosh. No one would ever see them, but the members of the team knew that their signatures were inside, just as they knew that the circuit board was laid out as elegantly as possible. Jobs called them each up by name, one at a time. Burrell Smith went first. Jobs waited until last, after all forty-five of the others. He found a place right in the center of the sheet and signed his name in lowercase letters with a grand flair. Then he toasted them with champagne. “With moments like this, he got us seeing our work as art,” said Atkinson.

Unlike my predecessor, I intended to use email. To avoid being deluged, I needed a pseudonym. Andy Jester, an IT specialist for the Board, suggested Edward Quince. He had noticed the word “Quince” on a software box and thought “Edward” had a nice ring. It seemed fine to me, so Edward Quince it was. The Board phone book listed him as a member of the security team. The pseudonym remained confidential while I was chairman. Whenever we released my emails—at congressional request or under the Freedom of Information Act, for example—we blacked out the name.

In 1946, Eric Johnston—president of the U.S. Chamber of Commerce from 1941 to 1946 and a former board member of Spiritual Mobilization—became president of the Motion Picture Association of America. He immediately began redirecting Hollywood’s mythmaking machinery. In a talk to screenwriters, Johnston said: “We’ll have no more Grapes of Wrath, we’ll have no more Tobacco Roads, we’ll have no more films that deal with the seamy side of American life. We’ll have no more films that treat the banker as villain.”1 Socioeconomic criticism was out, market fundamentalism was in.

Anticipating their calamity and fright when deportation day came (August 6, 1942) he [Henryk Goldszmit, pen name: Janusz Korczak] joined them aboard the train bound for Treblinka, because, he said, he knew his presence would calm them—“You do not leave a sick child in the night, and you do not leave children at a time like this.” A photograph taken at the Umschlagplatz (Transshipment Square) shows him marching, hatless, in military boots, hand in hand with several children, while 192 other children and ten staff members follow, four abreast, escorted by German soldiers. Korczak and the children boarded red boxcars not much larger than chicken coops, usually stuffed with seventy-five vertical adults, though all the children easily fit. In Joshua Perle’s eyewitness account in The Destruction of the Warsaw Ghetto, he describes the scene: “A miracle occurred, two hundred pure souls, condemned to death, did not weep. Not one of them ran away. None tried to hide. Like stricken swallows they clung to their teacher and mentor, to their father and brother, Janusz Korczak.” In 1971, the Russians named a newly discovered asteroid after him, 2163 Korczak, but maybe they should have named it Ro, the planet he dreamed of. The Poles claim Korczak as a martyr, and the Israelis revere him as one of the Thirty-Six Just Men, whose pure souls make possible the world’s salvation. According to Jewish legend, these few, through their good hearts and good deeds, keep the too-wicked world from being destroyed. For their sake alone, all of humanity is spared. The legend tells that they are ordinary people, not flawless or magical, and that most of them remain unrecognized throughout their lives, while they choose to perpetuate goodness, even in the midst of inferno.

FOR A FEW YEARS after World War II, scientists had been regarded as a new class of intellectuals, members of a public-policy priesthood who might legitimately offer expertise not only as scientists but as public philosophers. With Oppenheimer’s defrocking, scientists knew that in the future they could serve the state only as experts on narrow scientific issues. As the sociologist Daniel Bell later observed, Oppenheimer’s ordeal signified that the postwar “messianic role of the scientists” was now at an end. Scientists working within the system could not dissent from government policy, as Oppenheimer had done by writing his 1953 Foreign A fairs essay, and still expect to serve on government advisory boards. The trial thus represented a watershed in the relations of the scientist to the government. The narrowest vision of how American scientists should serve their country had triumphed.

The "business as usual" agency has a board made up of white, middle-aged or older males working with a "from us to them" attitude. The "business as usual" church supports crosscultural missionaries, but these folks are all the same culture and ethnicity of the majority of the members of the church.

From the Maycomb County Citizens’ Council. Didn’t you know we have one?” “I did not.” “Well, your father’s on the board of directors and Henry’s one of the staunchest members.” Alexandra sighed. “Not that we really need one. Nothing’s happened here in Maycomb yet, but it’s always wise to be prepared. That’s where they are this minute.

A similar scandal occurred at the Presidio military base (which finally closed in 1995), with familiar issues that were strenuously covered up by organizations such as the False Memory Syndrome Foundation (FMSF). Years later, it was revealed that members of the early FMSF board were connected with and funded by the North American Man/Boy Love Association (NAMBLA).

Dr. Louis Jolyon “Jolly” West was born in New York City on October 6, 1924. He died of cancer on January 2, 1999. Dr. West served in the U.S. Army during World War II and received his M.D. from the University of Minnesota in 1948, prior to Air Force LSD and MKULTRA contracts carried out there. He did his psychiatry residency from 1949 to 1952 at Cornell (an MKULTRA Institution and site of the MKULTRA cutout The Human Ecology Foundation). From 1948 to 1956 he was Chief, Psychiatry Service, 3700th USAF Hospital, Lackland Air Force Base, San Antonio, Texas Psychiatrist-in-Chief, University of Oklahoma Consultant in Psychiatry, Oklahoma City Veterans Administration Hospital Consultant in Psychiatry. [...] Dr. West was co-editor of a book entitled Hallucinations, Behavior, Experience, and Theory[285]. One of the contributors to this book, Theodore Sarbin, Ph.D., is a member of the Scientific and Professional Advisory Board of the False Memory Syndrome Foundation (FMSF). Other members of the FMSF Board include Dr. Martin Orne, Dr. Margaret Singer, Dr. Richard Ofshe, Dr. Paul McHugh, Dr. David Dinges, Dr. Harold Lief, Emily Carota Orne, and Dr. Michael Persinger. The connections of these individuals to the mind control network are analyzed in this and the next two chapters. Dr. Sarbin[272] (see Ross, 1997) believes that multiple personality disorder is almost always a therapist-created artifact and does not exist as a naturally-occurring disorder, a view adhered to by Dr. McHugh[188], [189], Dr. Ofshe[213] and other members of the FMSF Board[191], [243]. Dr. Ofshe is a colleague and co-author of Dr. Singer[214], who is in turn a colleague and co author of Dr. West[329]. Denial of the reality of multiple personality by these doctors in the mind control network, who are also on the FMSF Scientific and Professional Advisory Board, could be disinformation. The disinformation could be amplified by attacks on specialists in multiple personality as CIA conspiracy lunatics[3], [79], [191], [213]. The FMSF is the only organization in the world that has attacked the reality of multiple personality in an organized, systematic fashion. FMSF Professional and Advisory Board Members publish most of the articles and letters to editors of psychiatry journals hostile to multiple personality disorder.

The intriguing history of American applied toponymy includes a few notoriously unpopular sweeping decisions a year after President Benjamin Harrison created the Board on Geographic Names in 1890. Harrison acted at the behest of several government agencies, including the U.S. Geological Survey and the U.S. Coast and Geodetic Survey, which was responsible for mapping the nation's coastline, harbors, and coastal waterways. Troubled by inconsistencies in spelling, board members voted to replace centre with center, drop the ugh from names ending in orough, and shorten the suffix burgh to burg. Overnight, Centreview (in Mississippi) became Centerview, Isleborough (in Maine) became Isleboro, and Pittsburgh (in Pennsylvania) lost its final h and a lot of civic pride. The city was chartered in 1816 as Pittsburg, but the Post Office Department added the extra letter sometime later. Although both spellings were used locally and the shorter version had been the official name, many Pittsburghers complained bitterly about the cost of reprinting stationery and repainting signs. Making the spelling consistent with Harrisburg, they argued, was hardly a good reason for truncating the Iron City's moniker--although Harrisburg was the state capital, it was a smaller and economically less important place. Local officials protested that the board had exceeded its authority. The twenty-year crusade to restore the final h bore fruit in 1911, when the board reversed itself--but only for Pittsburgh. In 1916 the board reaffirmed its blanket change of centre, borough, and burgh as well as its right to make exceptions for Pittsburgh and other places with an entrenched local usage.

The physical board had a huge psychological effect compared to anything we got from the electronic tracking tool we used at Microsoft. By attending the standup each day, team members were exposed to a sort of time-lapse photography of the flow of work across the board. Blocked work items were marked with pink tickets, and the team became much more focused on issue resolution and maintaining flow. Productivity jumped dramatically.

In the early 1980s, managers at the National Aeronautics and Space Administration (NASA) estimated that the flights would be 99.999 percent reliable, which represents a failure rate of only 1 in 100,000. According to the physicist Richard Feynman, who was a member of the commission that investigated the January 1986 Challenger accident, in which the shuttle broke apart shortly into its flight, killing all seven astronauts on board, this “would imply that one could put a Shuttle up each day for 300 years expecting to lose only one.” He wondered, “What is the cause of management’s fantastic faith in the machinery?” Engineers, who were more familiar with the shuttle itself and with machines in general, predicted only a 99 percent success rate, or a failure every 100 launches. A range safety officer, who personally observed test firings during the developmental phase of the rocket motors, expected a failure rate of 1 in 25. The Challenger accident proved that estimate to be the actual failure rate, giving a success rate of 96 percent after exactly 25 launchings.

My evolution had begun, but as my Navy SEAL future crystallized over the next several months, I learned that when you change, not everyone in your life will be on board. You will get some serious resistance, and it will be a pain in your ass. Everywhere I turned, I found family members, friends, and coworkers resistant to my evolution because they loved the Ecolab-spraying, chocolate-shake-slurping fat ass. At three hundred pounds, I made them feel much better about themselves, which is another way of saying, they were holding me back.

One of my favorite stories is about a newly hired traveling salesman who sent his first sales report to the home office. It stunned the brass in the sales department because it was obvious that the new salesman was ignorant! This is what he wrote: “I seen this outfit which they ain’t never bot a dim’s worth of nothin from us and I sole them some goods. I’m now goin to Chicawgo.” Before the man could be given the heave-ho by the sales manager, along came this letter from Chicago: “I cum hear and sole them haff a millyon.” Fearful if he did, and afraid if he didn’t fire the ignorant salesman, the sales manager dumped the problem in the lap of the president. The following morning, the ivory-towered sales department members were amazed to see posted on the bulletin board above the two letters written by the ignorant salesman this memo from the president: “We ben spendin two much time trying to spel instead of trying to sel. Let’s watch those sails. I want everybody should read these letters from Gooch who is on the rode doin a grate job for us and you should go out and do like he done.

Adding to the military might of the four ships were members of the relatively new United States Marine Corps, reactivated by President Adams with the birth of the U.S. Navy in 1798. Skilled combatants, the Marines were invaluable during boarding actions and landing expeditions, and they also served to protect a ship’s officers in the event of a mutiny by the crew. The fighters had a reputation for being bold, fearless men—though sometimes a little brash and reckless. Their presence would be invaluable should any of Dale’s ships encounter pirates or need protection on land. Once

Let's see, we've got the Empress of Manticore, the President of the Republic of Haven, the Protector of Grayson, the chairman of the Beowulf Board of Directors, Queen Berry, and the Andermani emperor's first cousin. Not to mention your own humble self as Steadholder Harrington and the commander of the Grand Fleet, followed by a scattering of mere planetary grand dukes, dukes, earls, members of the Havenite cabinet, three other members of the Beowulf Board of Directors, the chairman of the Alliance joint chiefs of staff, the First Space Lord, the Havenite chief of naval operations, the Beowulfan chief of naval operations, High Admiral Yanakov, Admiral Yu, two or three dozen ambassadors, and God alone only knows who else.

Bezos had seemingly made up his mind that he was no longer going to indulge in financial maneuvering as a way to escape the rather large hole Amazon had dug for itself, and it wasn’t just through borrowing Sinegal’s business plan. At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives. Drawing on Collins’s concept of a flywheel, or self-reinforcing loop, Bezos and his lieutenants sketched their own virtuous cycle, which they believed powered their business. It went something like this: Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop. Amazon executives were elated; according to several members of the S Team at the time, they felt that, after five years, they finally understood their own business. But when Warren Jenson asked Bezos if he should put the flywheel in his presentations to analysts, Bezos asked him not to. For now, he considered it the secret sauce.

Trusting in God's Direction When I served as a denominational leader in Vancouver, one of our churches believed God was leading it to begin three new mission churches for different language groups. At that time, the church had only seventeen members. Human reason would have immediately ruled out such a large assignment for a small church. They were hoping to receive financial support from our denomination's Home Mission Board to pay the mission pastors' salaries. One pastor was already in the process of relocating to Vancouver when we unexpectedly received word that the mission board would be unable to fund any new work in our area for the next three years. The church didn't have the funds to do what God had called it to do. When they sought my counsel, I suggested that they first go back to the Lord and clarify what God had said to them. If this was merely something they wanted to do for God, God would not be obligated to provide for them. After they sought the Lord, they returned and said, “We still believe God is calling us to start all three new churches.” At this point, they had to walk by faith and trust God to provide for what He was clearly leading them to do. A few months later, the church received some surprising news. Six years earlier, I had led a series of meetings in a church in California. An elderly woman had approached me and said she wanted to will part of her estate for use in mission work in our city. The associational office had just received a letter from an attorney in California informing them that they would be receiving a substantial check from that dear woman's estate. The association could now provide the funds needed by the sponsoring church. The amount was sufficient to firmly establish all three churches this faithful congregation had launched. Did God know what He was doing when He told a seventeen-member church to begin three new congregations? Yes. He already knew the funds would not be available from the missions agency, and He was also aware of the generosity of an elderly saint in California. None of these details caught God by surprise. That small church in Vancouver had known in their minds that God could provide. But through this experience they developed a deeper trust in their all knowing God. Whenever God directs you, you will never have to question His will. He knows what He is going to do.

The members of the board were very sage, deep, philosophical men; and when they came to turn their attention to the workhouse, they found out at once, what ordinary folk would never have discovered - the poor people like it! It was a regular place of public entertainment for the poorer classes; a tavern where there was nothing to pay; a public breakfast, dinner, tea, and supper all year round; a brick and mortar elysium where it was all play and no work. "Oho!" said the board, looking very knowing; "we are the fellows to set this to rights; we'll stop it all in no time." So, they established the rule, that all poor people should have the alternative (for they would compel nobody, not they) of being starved by a gradual process in the house, or a quick one out of it. With this view, they contracted with the waterworks to lay on an unlimited supply of water; and with a corn-factor to supply periodically small quantities of oatmeal; and issued three meals of thin gruel per day, with an onion twice a week, and half a roll on Sundays. They made a great many other wise and humane regulations, having reference to the ladies, which it is not necessary to repeat; undertook to divorce poor married people, in consequence of the great expense of a suit in Doctor's Commons; and, instead of compelling a man to support his family, as they had theretofore done, took his family away from him, and made him a bachelor! There is no saying how many applicants for relief under these two heads, might have started up in all classes of society, if it had not been coupled with the workhouse; but the board were long-headed men, and had provided for this difficulty. The relief was inseparable from the workhouse and the gruel; and that frightened people. For the first six months after Oliver Twist was removed, the system was in full operation. It was rather expensive at first, in consequence to the increase in the undertaker's bill, and the necessity of taking in the clothes of all the paupers, which fluttered loosely on their wasted, shrunken forms, after a week or two's gruel.

I have practiced psychotherapy, family therapy, and hypnotherapy for over 25 years without a single board complaint or law suit by a client. For over three years, however, a group of proponents of the false memory syndrome (FMS) hypothesis, including members, officials, and supporters of the False Memory Syndrome Foundation, Inc., have waged a multi-modal campaign of harassment and defamation directed against me, my clinical clients, my staff, my family, and others connected to me. I have neither treated these harassers or their families, nor had any professional or personal dealings with any of them; I am not related in any way to the disclosures of memories of sexual abuse in these families. Nonetheless, this group disrupts my professional and personal life and threatens to drive me out of business. In this article, I describe practicing psychotherapy under a state of siege and places the campaign against me in the context of a much broader effort in the FMS movement to denigrate, defame, and harass clinicians, lecturers, writers, and researchers identified with the abuse and trauma treatment communities….

I didn’t know you would be here,” I say. “Well, what did you think I did at the Bureau? Just wandered around cracking jokes?” He smiles. “They found a good use for my Dauntless expertise. I’m part of the security team. So is George. We usually just handle compound security, but any time anyone wants to go to the fringe, I volunteer.” “Talking about me?” George, who was standing in the group by the doors. “Hi, Tris. I hope he’s not saying anything bad.” George puts his arm across Amar’s shoulders, and they grin at each other. George looks better than the last time I saw him, but grief leaves its mark on his expression, taking the crinkles out of the corners of his eyes when he smiles, taking the dimple from his cheek. “I was thinking we should give her a gun,” Amar says. He glances at me. “We don’t normally give potential future council members weapons, because they have no clue how to use them, but it’s pretty clear that you do.” “It’s really all right,” I say. “I don’t need--” “No, you’re probably a better shot than most of them,” George says. “We could use another Dauntless on board with us. Let me go get one.

The growth of international bureaucracies with power to determine many aspects of people’s lives is a dominant feature of our age. Even the European Union is increasingly powerless, as it merely transmits to its member states rules set at higher levels. Food standards, for example, are decided by a United Nations body called the Codex Alimentarius. The rules of the banking industry are set by a committee based in Basel in Switzerland. Financial regulation is set by the Financial Stability Board in Paris. I bet you have not heard of the World Forum for the Harmonisation of Vehicle Regulations, a subsidiary of the UN. Even the weather is to be controlled by Leviathan in the future. In an interview in 2012, Christiana Figueres, head of the United Nations Framework Convention on Climate Change, said she and her colleagues were inspiring government, private sector and civil society to make the biggest transformation that they have ever undertaken: ‘The Industrial Revolution was also a transformation, but it wasn’t a guided transformation from a centralized policy perspective. This is a centralized transformation.’ Yet

Lynum had plenty of information to share. The FBI's files on Mario Savio, the brilliant philosophy student who was the spokesman for the Free Speech Movement, were especially detailed. Savio had a debilitating stutter when speaking to people in small groups, but when standing before a crowd and condemning his administration's latest injustice he spoke with divine fire. His words had inspired students to stage what was the largest campus protest in American history. Newspapers and magazines depicted him as the archetypal "angry young man," and it was true that he embodied a student movement fueled by anger at injustice, impatience for change, and a burning desire for personal freedom. Hoover ordered his agents to gather intelligence they could use to ruin his reputation or otherwise "neutralize" him, impatiently ordering them to expedite their efforts. Hoover's agents had also compiled a bulging dossier on the man Savio saw as his enemy: Clark Kerr. As campus dissent mounted, Hoover came to blame the university president more than anyone else for not putting an end to it. Kerr had led UC to new academic heights, and he had played a key role in establishing the system that guaranteed all Californians access to higher education, a model adopted nationally and internationally. But in Hoover's eyes, Kerr confused academic freedom with academic license, coddled Communist faculty members, and failed to crack down on "young punks" like Savio. Hoover directed his agents to undermine the esteemed educator in myriad ways. He wanted Kerr removed from his post as university president. As he bluntly put it in a memo to his top aides, Kerr was "no good." Reagan listened intently to Lynum's presentation, but he wanted more--much more. He asked for additional information on Kerr, for reports on liberal members of the Board of Regents who might oppose his policies, and for intelligence reports about any upcoming student protests. Just the week before, he had proposed charging tuition for the first time in the university's history, setting off a new wave of protests up and down the state. He told Lynum he feared subversives and liberals would attempt to misrepresent his efforts to establish fiscal responsibility, and that he hoped the FBI would share information about any upcoming demonstrations against him, whether on campus or at his press conferences. It was Reagan's fear, according to Lynum's subsequent report, "that some of his press conferences could be stacked with 'left wingers' who might make an attempt to embarrass him and the state government." Lynum said he understood his concerns, but following Hoover's instructions he made no promises. Then he and Harter wished the ailing governor a speedy recovery, departed the mansion, slipped into their dark four-door Ford, and drove back to the San Francisco field office, where Lynum sent an urgent report to the director. The bedside meeting was extraordinary, but so was the relationship between Reagan and Hoover. It had begun decades earlier, when the actor became an informer in the FBI's investigation of Hollywood Communists. When Reagan was elected president of the Screen Actors Guild, he secretly continued to help the FBI purge fellow actors from the union's rolls. Reagan's informing proved helpful to the House Un-American Activities Committee as well, since the bureau covertly passed along information that could help HUAC hold the hearings that wracked Hollywood and led to the blacklisting and ruin of many people in the film industry. Reagan took great satisfaction from his work with the FBI, which gave him a sense of security and mission during a period when his marriage to Jane Wyman was failing, his acting career faltering, and his faith in the Democratic Party of his father crumbling. In the following years, Reagan and FBI officials courted each other through a series of confidential contacts. (7-8)

You might think lunchtime at Willing would be different from other high schools. That everyone would be welcome at any table, united by the knowledge that we, at Willing, are the Elite, the Chosen, stellar across the board. Um.No.Of course not.High school is high school, regardless of how much it costs or how many kids springboard into the Ivies. And nowhere is social status more evident than in the dining room (freshman and sophomores at noon; upperclassmen at one). Because, of course, Willing doesn't have a cafeteria, or even a lunch hall. It has a dining room, complete with oak tables and paneled walls that are covered with plaques going all the way back to 1869, the year Edith Willing Castoe (Edward's aunt) founded the school to "prepare Philadelphia's finest young ladies for Marriage,for Leadership, and for Service to the World." Really. Until the sixties, the school's boastful slogan was "She's a Willing Girl." Almost 150 years, three first ladies, and one attorney general-not to mention the arrival of boys-later, female members of the student body are still called Willing Girls. You'd think someone in the seventies would have objected to that and changed it. But Willing has survived the seventies of two different centuries. They'll probably still be calling us Willing Girls in 2075. It's a school that believes in Tradition, sometimes regardless of how stupid that Tradition is.

Great are the works of the Lord; they are pondered by all who delight in them. —Psalm 111:2 (NIV) The church I attend recently celebrated its 150th anniversary. It’s been a festive year, replete with special dinners, panel discussions, and a book on the church’s history. But what amazed me even more were all the little stories that formed the big story—those quiet, individual witnesses of faith who, taken together, made up this grand sweep of 150 years. One woman has been a member for nearly half the church’s life. Fifty-two Sundays times seven decades is how many church services? “You’ve heard thousands of sermons!” I said. “What do you remember about the best ones?” She smiled. “The best sermons are the ones I think about all week. Because then I know God is working in me.” That simple lesson of faith was the start of a new practice for me. When I hear a phrase or sentence in a sermon that especially strikes me, I’ll write it down on the bulletin or on whatever I have handy. (Once it was the palm of my hand!) Then I pin that phrase to the bulletin board behind my computer. This week’s was: May God give me the grace to understand that the world is too small for anything but Love. I see it every day, reminding me to ponder how I might live that message. Like my friend at church, I’ve been able to see in a new way how God is working in my life—all week long. Guide my life, God, by Your Words; that in hearing them, I may live according to Your wishes. —Jeff Japinga Digging Deeper: Pss 105, 111, 119:18; 1 Pt 2:2

I got back into my car and followed the trucks; at the end of the road, the Polizei unloaded the women and children, who rejoined the men arriving on foot. A number of Jews, as they walked, were singing religious songs; few tried to run away; the ones who did were soon stopped by the cordon or shot down. From the top, you could hear the gun bursts clearly, and the women especially were starting to panic. But there was nothing they could do. The condemned were divided into little groups and a noncom sitting at a table counted them; then our Askaris took them and led them over the brink of the ravine. After each volley, another group left, it went very quickly. I walked around the ravine by the west to join the other officers, who had taken up positions above the north slope. From there, the ravine stretched out in front of me: it must have been some fifty meters wide and maybe thirty meters deep, and went on for several kilometers; the little stream at the bottom ran into the Syrets, which gave its name to the neighborhood. Boards had been placed over this stream so the Jews and their shooters could cross easily; beyond, scattered pretty much everywhere on the bare sides of the ravine, the little white clusters were multiplying. The Ukrainian “packers” dragged their charges to these piles and forced them to lie down over them or next to them; the men from the firing squad then advanced and passed along the rows of people lying down almost naked, shooting each one with a submachine bullet in the neck; there were three firing squads in all. Between the executions some officers inspected the bodies and finished them off with a pistol. To one side, on a hill overlooking the scene, stood groups of officers from the SS and the Wehrmacht. Jeckeln was there with his entourage, flanked by Dr. Rasch; I also recognized some high-ranking officers of the Sixth Army. I saw Thomas, who noticed me but didn’t return my greeting. On the other side, the little groups tumbled down the flank of the ravine and joined the clusters of bodies that stretched farther and farther out. The cold was becoming biting, but some rum was being passed around, and I drank a little. Blobel emerged suddenly from a car on our side of the ravine, he must have driven around it; he was drinking from a little flask and shouting, complaining that things weren’t going fast enough. But the pace of the operations had been stepped up as much as possible. The shooters were relieved every hour, and those who weren’t shooting supplied them with rum and reloaded the clips. The officers weren’t talking much; some were trying to hide their distress. The Ortskommandantur had set up a field kitchen, and a military pastor was preparing some tea to warm up the Orpos and the members of the Sonderkommando. At lunchtime, the superior officers returned to the city, but the subalterns stayed to eat with the men. Since the executions had to continue without pause, the canteen had been set up farther down, in a hollow from which you couldn’t see the ravine. The Group was responsible for the food supplies; when the cases were broken open, the men, seeing rations of blood pudding, started raging and shouting violently. Häfner, who had just spent an hour administering deathshots, was yelling and throwing the open cans onto the ground: “What the hell is this shit?” Behind me, a Waffen-SS was noisily vomiting. I myself was livid, the sight of the pudding made my stomach turn. I went up to Hartl, the Group’s Verwaltungsführer, and asked him how he could have done that. But Hartl, standing there in his ridiculously wide riding breeches, remained indifferent. Then I shouted at him that it was a disgrace: “In this situation, we can do without such food!

Politicians are the only people in the world who create problems and then campaign against them. Have you ever wondered why, if both the Democrats and Republicans are against deficits, we have deficits? Have you ever wondered why if all politicians are against inflation and high taxes, we have inflation and high taxes? You and I don’t propose a federal budget. The president does. You and I don’t have Constitutional authority to vote on appropriations. The House of Representatives does. You and I don’t write the tax code. Congress does. You and I don’t set fiscal policy. Congress does. You and I don’t control monetary policy. The Federal Reserve Bank does. One hundred senators, 435 congressmen, one president and nine Supreme Court justices — 545 human beings out of 235 million — are directly, legally, morally and individually responsible for the domestic problems that plague this country. I excused the members of the Federal Reserve Board because that problem was created by the Congress. In 1913, Congress delegated its Constitutional duty to provide a sound currency to a federally chartered by private central bank. I exclude all of the special interests and lobbyists for a sound reason. They have no legal authority. They have no ability to coerce a senator, a congressman or a president to do one cotton-picking thing. I don’t care if they offer a politician $1 million in cash. The politician has the power to accept or reject it. No matter what the lobbyist promises, it is the legislators’ responsibility to determine how he votes. Don’t you see the con game that is played on the people by the politicians? Those 545 human beings spend much of their energy convincing you that what they did is not their fault. They cooperate in this common con regardless of party. What separates a politician from a normal human being is an excessive amount of gall. No normal human being would have the gall of Tip O’Neill, who stood up and criticized Ronald Reagan for creating deficits. The president can only propose a budget. He cannot force the Congress to accept it. The Constitution, which is the supreme law of the land, gives sole responsibility to the House of Representatives for originating appropriations and taxes. Those 545 people and they alone are responsible. They and they alone should be held accountable by the people who are their bosses — provided they have the gumption to manage their own employees.

If marriage is the great mystery of the City, the image of the Coinherence - if we do indeed become members one of another in it - then there is obviously going to be a fundamental need in marriage for two people to be able to get along with each other and with themselves. And that is precisely what the rules of human behavior are about. They are concerned with the mortaring of the joints of the City, with the strengthening of the ligatures of the Body. The moral laws are not just a collection of arbitrary parking regulations invented by God to make life complicated; they are the only way for human nature to be natural. For example, I am told not to lie because in the long run lying destroys my own, and my neighbor's nature. And the same goes for murder and envy, obviously; for gluttony and sloth, not quite so obviously; and for lust and pride not very obviously at all, but just as truly. Marriage is natural, and it demands the fullness of nature if it is to be itself. But human nature. And human nature in one piece, not in twenty-three self-frustrating fragments. A man and a woman schooled in pride cannot simply sit down together and start caring. It takes humility to look wide-eyed at somebody else, to praise, to cherish, to honor. They will have to acquire some before they can succeed. For as long as it lasts, of course, the first throes of romantic love will usually exhort it from them, but when the initial wonder fades and familiarity begins to hobble biology, it's going to take virtue to bring it off. Again, a husband and a wife cannot long exist as one flesh, if they are habitually unkind, rude, or untruthful. Every sin breaks down the body of the Mystery, puts asunder what God and nature have joined. The marriage rite is aware of this; it binds us to loving, to honoring, to cherishing, for just that reason. This is all obvious in the extreme, but it needs saying loudly and often. The only available candidates for matrimony are, every last one of them, sinners. As sinners, they are in a fair way to wreck themselves and anyone else who gets within arm's length of them. Without virtue, therefore, no marriage will make it. The first of all vocations, the ground line of the walls of the New Jerusalem is made of stuff like truthfulness, patience, love and liberality; of prudence, justice, temperance and courage; and of all their adjuncts and circumstances: manners, consideration, fair speech and the ability to keep one's mouth shut and one's heart open, as needed. And since this is all so utterly necessary and so highly likely to be in short supply at the crucial moments, it isn't going to be enough to deliver earnest exhortations to uprightness and stalwartness. The parties to matrimony should be prepared for its being, on numerous occasions, no party at all; they should be instructed that they will need both forgiveness and forgivingness if they are to survive the festivities. Neither virtue, nor the ability to forgive the absence of virtue are about to force their presence on us, and therefore we ought to be loudly and frequently forewarned that only the grace of God is sufficient to keep nature from coming unstuck. Fallen man does not rise by his own efforts; there is no balm in Gilead. Our domestic ills demand an imported remedy.

I was witness to events of a less peaceful character. One day when I went out to my wood-pile, or rather my pile of stumps, I observed two large ants, the one red, the other much larger, nearly half an inch long, and black, fiercely contending with one another. Having once got hold they never let go, but struggled and wrestled and rolled on the chips incessantly. Looking farther, I was surprised to find that the chips were covered with such combatants, that it was not a duellum, but a bellum, a war between two races of ants, the red always pitted against the black, and frequently two red ones to one black. The legions of these Myrmidons covered all the hills and vales in my wood-yard, and the ground was already strewn with the dead and dying, both red and black. It was the only battle which I have ever witnessed, the only battle-field I ever trod while the battle was raging; internecine war; the red republicans on the one hand, and the black imperialists on the other. On every side they were engaged in deadly combat, yet without any noise that I could hear, and human soldiers never fought so resolutely. I watched a couple that were fast locked in each other’s embraces, in a little sunny valley amid the chips, now at noonday prepared to fight till the sun went down, or life went out. The smaller red champion had fastened himself like a vice to his adversary’s front, and through all the tumblings on that field never for an instant ceased to gnaw at one of his feelers near the root, having already caused the other to go by the board; while the stronger black one dashed him from side to side, and, as I saw on looking nearer, had already divested him of several of his members. They fought with more pertinacity than bulldogs. Neither manifested the least disposition to retreat. It was evident that their battle-cry was “Conquer or die.” In the meanwhile there came along a single red ant on the hillside of this valley, evidently full of excitement, who either had despatched his foe, or had not yet taken part in the battle; probably the latter, for he had lost none of his limbs; whose mother had charged him to return with his shield or upon it. Or perchance he was some Achilles, who had nourished his wrath apart, and had now come to avenge or rescue his Patroclus. He saw this unequal combat from afar—for the blacks were nearly twice the size of the red—he drew near with rapid pace till he stood on his guard within half an inch of the combatants; then, watching his opportunity, he sprang upon the black warrior, and commenced his operations near the root of his right fore leg, leaving the foe to select among his own members; and so there were three united for life, as if a new kind of attraction had been invented which put all other locks and cements to shame. I should not have wondered by this time to find that they had their respective musical bands stationed on some eminent chip, and playing their national airs the while, to excite the slow and cheer the dying combatants. I was myself excited somewhat even as if they had been men. The more you think of it, the less the difference. And certainly there is not the fight recorded in Concord history, at least, if in the history of America, that will bear a moment’s comparison with this, whether for the numbers engaged in it, or for the patriotism and heroism displayed.

Democracy, the apple of the eye of modern western society, flies the flag of equality, tolerance, and the right of its weaker members to defense and protection. The flag bearers for children's rights adhere to these same values. But should democracy bring about the invalidation of parental authority? Does democracy mean total freedom for children? Is it possible that in the name of democracy, parents are no longer allowed to say no to their children or to punish them? The belief that punishment is harmful to children has long been a part of our culture. It affects each and every one of us and penetrates our awareness via the movies we see and the books we read. It is a concept that has become a kingpin of modern society and helps form the media's attitudes toward parenting, as well as influencing legislation and courtroom decisions. In recent years, the children's rights movement has enjoyed enormous momentum and among the current generation, this movement has become pivotal and is stronger than ever before. Educational systems are embracing psychological concepts in which stern approaches and firm discipline during childhood are said to create emotional problems in adulthood, and liberal concepts have become the order of the day. To prevent parents from abusing their children, the public is constantly being bombarded by messages of clemency and boundless consideration; effectively, children should be forgiven, parents should be understanding, and punishment should be avoided. Out of a desire to protect children from all hardship and unpleasantness, parental authority has become enfeebled and boundaries have been blurred. Nonetheless, at the same time society has seen a worrying rise in violence, from domestic violence to violence at school and on the streets. Sweden, a pioneer in enacting legislation that limits parental authority, is now experiencing a dramatic rise in child and youth violence. The country's lawyers and academics, who have established a committee for human rights, are now protesting that while Swedish children are protected against light physical punishment from their parents (e.g., being spanked on the bottom), they are exposed to much more serious violence from their peers. The committee's position is supported by statistics that indicate a dramatic rise in attacks on children and youths by their peers over the years since the law went into effect (9-1). Is it conceivable, therefore, that a connection exists between legislation that forbids across-the-board physical punishment and a rise in youth violence? We believe so! In Israel, where physical punishment has been forbidden since 2000 (9-2), there has also been a steady and sharp rise in youth violence, which bears an obvious connection to reduced parental authority. Children and adults are subjected to vicious beatings and even murder at the hands of violent youths, while parents, who should by nature be responsible for setting boundaries for their children, are denied the right to do so properly, as they are weakened by the authority of the law. Parents are constantly under suspicion, and the fear that they may act in a punitive manner toward their wayward children has paralyzed them and led to the almost complete transfer of their power into the hands of law-enforcement authorities. Is this what we had hoped for? Are the indifferent and hesitant law-enforcement authorities a suitable substitute for concerned and caring parents? We are well aware of the fact that law-enforcement authorities are not always able to effectively do their jobs, which, in turn, leads to the crumbling of society.

I was witness to events of a less peaceful character. One day when I went out to my wood-pile, or rather my pile of stumps, I observed two large ants, the one red, the other much larger, nearly half an inch long, and black, fiercely contending with one another. Having once got hold they never let go, but struggled and wrestled and rolled on the chips incessantly. Looking farther, I was surprised to find that the chips were covered with such combatants, that it was not a duellum, but a bellum, a war between two races of ants, the red always pitted against the black, and frequently two red ones to one black. The legions of these Myrmidons covered all the hills and vales in my wood-yard, and the ground was already strewn with the dead and dying, both red and black. It was the only battle which I have ever witnessed, the only battle-field I ever trod while the battle was raging; internecine war; the red republicans on the one hand, and the black imperialists on the other. On every side they were engaged in deadly combat, yet without any noise that I could hear, and human soldiers never fought so resolutely. I watched a couple that were fast locked in each other's embraces, in a little sunny valley amid the chips, now at noonday prepared to fight till the sun went down, or life went out. The smaller red champion had fastened himself like a vice to his adversary's front, and through all the tumblings on that field never for an instant ceased to gnaw at one of his feelers near the root, having already caused the other to go by the board; while the stronger black one dashed him from side to side, and, as I saw on looking nearer, had already divested him of several of his members. They fought with more pertinacity than bulldogs. Neither manifested the least disposition to retreat. It was evident that their battle-cry was "Conquer or die." In the meanwhile there came along a single red ant on the hillside of this valley, evidently full of excitement, who either had despatched his foe, or had not yet taken part in the battle; probably the latter, for he had lost none of his limbs; whose mother had charged him to return with his shield or upon it. Or perchance he was some Achilles, who had nourished his wrath apart, and had now come to avenge or rescue his Patroclus. He saw this unequal combat from afar—for the blacks were nearly twice the size of the red—he drew near with rapid pace till he stood on his guard within half an inch of the combatants; then, watching his opportunity, he sprang upon the black warrior, and commenced his operations near the root of his right fore leg, leaving the foe to select among his own members; and so there were three united for life, as if a new kind of attraction had been invented which put all other locks and cements to shame. I should not have wondered by this time to find that they had their respective musical bands stationed on some eminent chip, and playing their national airs the while, to excite the slow and cheer the dying combatants. I was myself excited somewhat even as if they had been men. The more you think of it, the less the difference. And certainly there is not the fight recorded in Concord history, at least, if in the history of America, that will bear a moment's comparison with this, whether for the numbers engaged in it, or for the patriotism and heroism displayed. For numbers and for carnage it was an Austerlitz or Dresden. Concord Fight! Two killed on the patriots' side, and Luther Blanchard wounded! Why here every ant was a Buttrick—"Fire! for God's sake fire!"—and thousands shared the fate of Davis and Hosmer. There was not one hireling there. I have no doubt that it was a principle they fought for, as much as our ancestors, and not to avoid a three-penny tax on their tea; and the results of this battle will be as important and memorable to those whom it concerns as those of the battle of Bunker Hill, at least.