Crew Chief Quotes

Nobody gets high or drunk while they on the clock. And nobody is to be strapped while they’re on the grind, just in case the boys roll up,” Butch said repeating the rules. “And what’s the main rule?” Butch raised his hand and said, “Chief, the crew is to be clean at all times while on the clock.” “Remember those rules and you’ll last long in this business,

Chief security officer on an OPA ship was a half-assed kind of position, one part cop, one part efficiency expert, and pretty much all den mother to a crew of a thousand people with their own agendas and petty power struggles and opinions on how he should be doing his job better.

GAM. NOUN—A social meeting of two (or more) Whaleships, generally on a cruising-ground, when, after exchanging hails, they exchange visits by boats’ crews: the two captains remaining, for the time, on board of one ship, and the two chief mates on the other.

Goebbels warned the heads of his foreign and domestic press departments to prepare for a drive by the British to use atrocity stories about the bombing deaths of old men and pregnant women to arouse the world’s conscience. His press chiefs were to be ready to counter these claims at once, using pictures of children killed in a May 10, 1940, air raid on Freiburg, Germany. What he did not tell the meeting was that this raid, which killed twenty children on a playground, was carried out in error by German bombers whose crews believed they were attacking the French city of Dijon.

As we departed the airfield at Uppottery, the aircraft climbed to the assembly altitude of 1,500 feet and flew in a holding pattern until the entire formation turned on course at 1142 hours to join the stream of planes converging on the coast of France. Descending to an altitude of 1,000 feet, the pilots maintained course until they neared the Normandy course, at which time they descended to 500 feet. The optimum altitude for a drop was 600 feet at a speed of 100 to 120 knots to preclude excessive prop-wash and needless exposure to enemy fire. Twenty minutes out, Lieutenant Sammons hollered back and the crew chief removed the door.

Sometimes in Hubbard’s writings, however, he puts forward what appear to be fantasies of a highly schizophrenic personality. In 1952, for instance, he began talking about “injected entities,” which can paralyze portions of the anatomy or block information from being audited. These entities can be located in the body, always in the same places. For instance, one of the entities, the “crew chief,” is found on the right side of the jaw down to the shoulder. “They are the ‘mysterious voices’ in the heads of some preclears,” Hubbard said. “Paralysis, anxiety stomachs, arthritis and many ills and aberrations have been relieved by auditing them. An E-Meter shows them up and makes them confess their misdeeds. They are probably just compartments of the mind which, cut off, begin to act as though they were persons.

Fine. You won’t tell me why your crew worked me over. You won’t let me see Derek. That’s your prerogative. We’ll do it your way. James Damael Shrapshire, in your capacity as the Pack’s chief security officer, you have permitted Pack members under your command to deliberately injure an employee of the Order. At least three individuals involved in the assault wore the shapeshifter warrior form. Under the Georgia Code, a shapeshifter in a warrior form is equivalent to being armed with a deadly weapon. Therefore, your actions fall under O.C.G.A. Section 16-5-21(c), aggravated assault on a peace officer engaged in the performance of her duties, which is punishable by mandatory imprisonment of no less than five and no more than twenty years. A formal complaint will be filed with the Order within twenty-four hours. I advise you to seek the assistance of counsel.” Jim stared at me. The hardness drained from his eyes, and in their depths I saw astonishment. I held his stare for a long moment. “Don’t call; don’t stop by. You need something done, go through official channels. And the next time you meet me, mind your p’s and q’s, because I’ll fuck you over in a heartbeat the second you step over the line. Now return my sword, because I’m walking out of here, and I dare any of your idiots to try and stop me.

Not very long after this a very exciting thing happened. Not only Sara, but the entire school, found it exciting, and made it the chief subject of conversation for weeks after it occurred. In one of his letters Captain Crewe told a most interesting story. A friend who had been at school with him when he was a boy had unexpectedly come to see him in India. He was the owner of a large tract of land upon which diamonds had been found, and he was engaged in developing the mines. If all went as was confidently expected, he would become possessed of such wealth as it made one dizzy to think of; and because he was fond of the friend of his school days, he had given him an opportunity to share in this enormous fortune by becoming a partner in his scheme. This, at least, was what Sara gathered from his letters. It is true that any other business scheme, however magnificent, would have had but small attraction for her or for the schoolroom; but "diamond mines" sounded so like the Arabian Nights that no one could be indifferent. Sara thought them enchanting, and painted pictures, for Ermengarde and Lottie, of labyrinthine passages in the bowels of the earth, where sparkling stones studded the walls and roofs and ceilings, and strange, dark men dug them out with heavy picks. Ermengarde delighted in the story, and Lottie insisted on its being retold to her every evening. Lavinia was very spiteful about it, and told Jessie that she didn't believe such things as diamond mines existed.

Let's throw his ass out the airlock," suggested the Speaker of the House. "We can't do that," said the Chief Justice of the Supreme Court. He was a feeble old Mechanist who was subject to nosebleeds. "He is still Secretary of State and can't be sentenced without impeachment by the Senate." The three Senators, two men and a woman, looked interested. The Senate didn't see much action in the government of the tiny Democracy. They were the least trusted members of the crew and were outnumbered by the House.

Chernobyl’s full complement of morning-shift staff and Unit 5’s construction crews had not received word of the accident and arrived for work at 8am that morning, in spite of the surrounding devastation.162 The Construction Chief sent his crews home at midday because nobody would tell him what was going on, but most of the plant staff remained. All throughout the day of April 26th, firemen and operators continued to pump water into the reactor, succeeding only in flooding more and more of the basement with radioactive water.

Christmas, 1492…. Unfortunately, on Christmas morning 1492 Columbus' ship, the Santa María, ran aground on the northern coast of what is now Haiti. Not having any way to refloat her, the crew off-loaded the provisions and equipment from the ship before she broke up. For protection they then built a flimsy fortification on the beach, calling it “La Navidad.” With the consent of the local Indian Chief, Columbus left behind 39 men with orders to establish a settlement, and appointed Diego de Arana, a cousin of his mistress Beatriz, as the Governor.

The run-down test was originally scheduled for the afternoon of the 25th, but Chief Engineer Nikolai Fomin was asked by Kiev’s national grid controller to delay it until after the evening peak electricity consumption period had ended.94 The afternoon staff had been briefed on the test and knew exactly what to do, but their shift ended and they went home. Evening staff took over, but then they too left, leaving the relatively inexperienced night crew - who had never conducted a test before - the responsibility of starting a test they were not prepared for and had not anticipated doing.

Not at all; and therein consisted his chief peculiarity. He would say the most terrific things to his crew, in a tone so strangely compounded of fun and fury, and the fury seemed so calculated merely as a spice to the fun, that no oarsman could hear such queer invocations without pulling for dear life, and yet pulling for the mere joke of the thing. Besides he all the time looked so easy and indolent himself, so loungingly managed his steering-oar, and so broadly gaped— open-mouthed at times—that the mere sight of such a yawning commander, by sheer force of contrast, acted like a charm upon the crew. Then again, Stubb was one of those odd sort of humorists, whose jollity is sometimes so curiously ambiguous, as to put all inferiors on their guard in the matter of obeying them.

For Commander Ripley Jones, it was becoming more and more troublesome. It had been said that nothing is infallible, Antares apparently being the proof. After hastily recalling all crew and leaving Spacedock 7 thirty hours ago, there had been nothing but problems. Breakdowns in the sensors and telemetry, system failures of a wide variety and finally – the Last Straw: a coupling seal in the stardrive engine failed. Fortunately the cut-out worked, or the whole of engineering would’ve disappeared in a flaming ball of anti-matter. Five crewmen were seriously injured as it was. Commander Smith, the Chief Entech, had the offending unit stripped down and under repair. They were currently on conversion drive - which could only propel them at sub-light speeds – and Ripley was currently in an elevator with a very pissed Captain Falconer.

With his ship faced with the danger of sinking, the Richard’s chief gunner screamed to the Serapis, “Quarter! quarter! for God’s sake!” Jones hurled a pistol at the man, felling him. But the cry had been heard by Pearson, the Serapis’ commander, who called, “Do you ask for quarter?” Through the clash of battle, gunshot and crackle of fire the famous reply came faintly back to him: “I have not yet begun to fight!” Making good his boast, Jones sprang to a 9-pounder whose gun crew were killed or wounded, loaded and fired it himself, aiming at the Serapis’ mainmast, then loaded and fired again. As the mast toppled, Pearson, surrounded by dead, with rigging on fire, hauled down his red ensign in token of surrender. Escorted to Richard’s quarterdeck, he handed over his sword to Jones just as the Serapis’ mainmast crashed over the side and its sail, nevermore to carry the wind, collapsed in a dying billow into the sea.

Hoping to settle the wheelchair matter once and for all, Graham dragged his chief of construction, his chief of architecture, and a film crew out to Dulles Airport, whose escalators were approximately the same width as those planned for Metro. There he produced a variety of braces and crutches. As the cameras rolled, Graham rode up and down the escalators using one aid after another, climaxing by riding both directions in a wheelchair, facing up each time. Graham clearly believed he had proved beyond doubt that 'it is entirely possible, easily and safely, for wheelchair travelers to use escalators.' His aides watched in disbelief; a fit and fearless major general in his fifties hardly represented the disabled population, whatever braces he strapped to his legs. All he had proved, concluded the WMATA architect Sprague Thresher, was that 'if everybody who had to use a wheelchair was Jack Graham, we wouldn't need elevators.

After initial annoyance about the surprise drills, the Pentagon quickly saw value in the president’s interest. “It is the first time in years that they have a president who takes his role as Commander-in-Chief seriously,” a White House aide bragged. “They’re ecstatic.” Amid Vietnam, Watergate, and a relatively calm period of the Cold War in general, Johnson, Nixon, and Ford had shown little interest in the emergency procedures, which for the most part had continued to chug along far off the White House’s radar. Carter’s administration, on the other hand, ran the only full-scale activation of the Greenbrier congressional relocation facility—on cue, the Forsythe Associates team hauled hundreds of desks out of their warehouse on the resort grounds and—while the conference facilities were closed to the public—set up the exhibit hall as if Congress had successfully relocated there. Outside the small Forsythe Associates crew, none of the resort guests or staffers noticed. •

Unfortunately, on Christmas morning 1492 the Santa María ran aground on the northern coast of what is now Haiti. Not having any way to refloat her, the crew off-loaded the provisions and equipment from the ship before she broke up. For protection they then built a flimsy fortification on the beach, calling it “La Navidad.” With the consent of the local Indian Chief, Columbus left behind 39 men with orders to establish a settlement, and appointed Diego de Arana, a cousin of his mistress Beatriz, as the Governor. On January 16, 1493, Columbus left Navidad and sailed for Portugal and Spain on the Niña. Everything went well until the two remaining ships, the Niña and the Pinta, became separated from each other. Columbus was convinced that the captain of the faster Pinta would get back to Spain first, thereby garnering all the glory by telling lies about him and his discoveries. On March 4th, a violent storm off the Azores forced him to take refuge in Lisbon. Both ships, amazingly enough, arrived there safely. A week later, Columbus continued on to Palos, Spain, on the Gulf of Cádiz, from whence he had started. Finally, on March 15th, he arrived in Barcelona. It seems that all’s well that ends well, because he was hailed a hero and news of his discovery of new lands spread throughout Europe like wildfire.

There were about twenty-eight folders, each with the words “TOP SECRET—PROJECT: GRILL FLAME” in inch-high red letters front and back. I’d seen these markings before, when I was being recruited for the unit. Inside each folder was a copy of some teletype message traffic: “MISSING—ARMY helicopter (UH-1H) tail number November Seven Nine, with crew: CW4 David Suitter (Pilot in Command), CWO Michael Foley (Co-Pilot) and Sergeant First Class William Staub (Crew Chief).

A fighting force cannot be reduced to its order of battle any more than a ship’s value can be reduced to the number of guns she carries or the shaft horsepower her turbines can generate. A vessel draws life from the spirit of her crew, which derives in large part from the leadership qualities of her chiefs and officers. Morale defies quantification--and yet it weighs significantly on the ultimate lethality of the tools of war. A ship’s effectiveness is the product of thousands of bonds that develop between individual officers and crew. The bonds form and break in a chain reaction, the power of which is determined by drill, by relationships, by fortitude, faith, and values. Task force commanders can be only abstractly aware of these uncountable qualities as they exist on the particular ships under their command. The officers of the ships themselves see these qualities more clearly but still can only guess how the chemical reactions will coalesce when the real shooting starts and men begin to die. And so orders of battle are drawn up to focus on the tangibles: speed, displacement, armament, and sensors. On that score Taffy 3 scarcely even registered on the scale of force that Takeo Kurita brought against them.

Crews that fight forest fires in Oregon are now so heavily Hispanic that in 2003, the Oregon Department of Forestry required that crew chiefs be bilingual. In 2006, the department started forcing out veterans. Jaime Pickering, who used to run a squad of 20 firefighters, says the rule means “job losses for Americans—the white people.” Zita Wilensky, a 16-year veteran, was the only white employee of Miami-Dade County Domestic Violence Unit. Her co-workers made fun of her and called her gringa and Americana. Miss Wilensky says her boss gave her 60 days to learn Spanish, and fired her when she failed to do so. It is increasingly common, therefore, for Americans to be penalized because they cannot speak Spanish, but employers who insist that workers speak English are guilty of discrimination. In 2001, the Equal Employment Opportunity Commission forced a small Catholic college in San Antonio to pay $2.4 million to housekeepers who were required to speak English at work. There are now about 45 million Hispanics in the country. What will the status of Spanish be when there are 130 million Hispanics, as the Census Bureau projects for 2050? In 2000, President Bill Clinton decided that the prohibition against discrimination because of “national origin” in the Civil Rights Act of 1964 meant that if a foreigner cannot speak to a government agency in his own language he is a victim. Executive Order 13166 required all local governments that receive federal money (all of them, essentially) to translate official documents into any language spoken by at least 3,000 people in the area or 10 percent of the local population. It also required interpreters for non-English speakers. In 2002, the Office of Management and Budget estimated that hospitals alone would spend $268 million every year implementing Executive Order 13166, and state departments of motor vehicles would spend $8.5 million. OMB estimated that communicating with food stamp recipients who don’t speak English would cost $25.2 million per year.

The great American novelist Herman Melville makes the Aristotelian point beautifully in a telling passage in Moby-Dick, where Starbuck, the chief mate of the Pequod, first addresses the crew. “ ‘I will have no man in my boat,’ said Starbuck, ‘who is not afraid of a whale.’ By this, he seemed to mean, not only that the most reliable and useful courage was that which arises from the fair estimation of the encountered peril, but that an utterly fearless man is a far more dangerous comrade than a coward.

If it comes to it, don’t miss, guys, he said under his breath. When the president appeared, he was boxed in on all sides by the A-team protection detail that formed a wall of Kevlar and flesh around him. Alex knew these agents; they were a rock-solid crew. The president stepped onto the stage and shook some important hands while his wife, the governor, the chief of staff and Gray took their seats behind the podium. Brennan joined them

Ma'am I am still a strong believer if my tough Queen HILLARY CLINTON, she was the only technical person who deserve the white-House,Millions across the world thought she could win at all cost but as we know no one is GOD and none can predict with accuracy with trying the Faiths in form of TRYING . Trump is a tough man with reliable and sustainable wealth so I don't doubt his abilities and strategic business tricks by utilizing his technical brains to his advantage at all times ,My queen relaxed big time at the beginning ,and mid-campaigning moments ,she speed up at the last days which led to our Lost . Trump on the other side ,create a very tougher audience attraction and mass dominance with NEGATIVITY and DIVISION , captured the attention of the whole world at the Mid-Campain moments and Relax with Comfort knowing he will be walk into Victory with the stronger Mess he created from the very Beginning . I admire and still think Trump should rate his Brains for playing his Political Game with ultra-Modern BRANDING tricks that made him the most viewed ,followed and the center of attention for the world not just America. I respect such business logic tricks ,cos they productive but Trump should trade with Caution and remember he is just an ordinary creature and flawed just like any other person ,unless our first father and mother were not create the same and Equal . A technical person like him who understands Business should know ,weapons and killings are not part of business ,in business all you requires and constantly has to invest in is your TECHNICAL BRAINS ,always beat your enemies and oppositions with their individual and personal Unique and Ultra Modern Innovations to distinguishes between a Leader and a follower. I am still a tough and firm believer of my queen and I don't even have to think about their Past or what people claims about them cos I understand the reasons why great minds always attract violent and deadly opposition from mediocre minds so I don't judge anyone and can even judge anyone not even myself but watching her back is my Pledge and if a worthless person makes the wrong move towards hurting her ,it's turn will be know who true SNIPERS are and why we have accurate general snipers . Cos a YoungMan claims when that hour arrives can he give all the crew plotting evil against her an accurate shots to hell until we meet there one day

The Olympic’s Marconi operators were relaying all the messages from the Carpathia to stations onshore, due to the Cunard liner’s limited wireless range. Marconi forms had been distributed to the survivors that morning but many of their messages would not be sent for another day or two—if at all. Captain Rostron had instructed that the first priority was to transmit a list of the survivors. The Carpathia’s chief purser and his assistant were busy compiling the names of passengers while Lightoller worked on the list of the surviving crew and engine room staff and a senior steward gathered the names of the cooks and stewards. The grim tally would come to 712 people rescued from a ship that had held 2,209. Over two-thirds of those on board the Titanic had perished.

AMERICANS -- U.S. NAVY, ABOARD MINESWEEPER USS PELICAN (AM 49), MANILA BAY Alton C. Ingram, Lieutenant. “Todd,” Commanding Officer Frederick J. Holloway, Lt. (jg), Operations Officer. Oliver P. Toliver, III, Lt. (jg) “Ollie,” Gunnery Officer. Bartholomew, Leonard (n), Chief Machinists Mate, “Rocky,” Chief Engineer. Farwell, Luther A., Quartermaster Second Class, Top helmsman. Hampton, Joshua P., Electronics Technician 1st Class, Crew Whittaker, Peter L., Engineman 3rd Class, Crew Forester, Kevin T. Quartermaster 3rd Class, Crew Forester, Brian I., Quartermaster Striker, Crew Yardly, Ronald R., Pharmacist's Mate Second Class “Bones,” Crew. Sunderland, Kermit G. Gunner's Mate 1st Class, Crew. AMERICANS

The chief engineer was not the only member of the crew who disregarded the safety of the passengers. Of the first eighty people lowered away in lifeboats, seventy-three were crew members.

On December 3, 1934, the grand jury handed out indictments. Accused of willful negligence were Acting Captain William Warms, Chief Engineer Eban Abbott, and Ward Line vice-president Henry E. Cabaud. In the preamble to the charges against Warms, the indictment declared: “Members of the crew were without discipline and did not know what to do, and the passengers were left to help themselves; the passengers in large numbers were pushed into the water or jumped in the water or perished in the fire.” Warms was accused specifically of failing to observe the law in ten matters: 1. To divide the sailors in equal watches. 2. To keep himself advised of the extent of the fire. 3. To maneuver, slow down, or stop the vessel. 4. To have the passengers aroused. 5. To provide the passengers with life preservers. 6. To take steps for the protection of lives. 7. To organize the crew to fight the fire properly. 8. To send distress signals promptly. 9. To see that the passengers were put in lifeboats and that the lifeboats were lowered. 10. To control and direct the crew in the lifeboats after the lifeboats had been lowered.

George White Rogers’ interview with Captain Wilmott exceeded Rogers’ wildest hopes. He had planned it with care in order to achieve just the right balance of distaste and distress in relating the story. It was a simple one: for weeks, he told Wilmott, he had suspected that George Alagna was quite capable of stirring up trouble. But he would never have suspected the trouble would reach the proportions it had. Now he even had proof: the discovery of the two bottles of dangerous acids. Captain Wilmott was so shaken by the revelation that he accepted without question the chief radio officer’s statement that he had thrown the bottles over the side immediately on discovering them. The story of the bottles reinforced Robert Wilmott’s fears tenfold. “I think the man is crazy!” he ranted to Rogers. “We have always had trouble with that man! In New York he went down the gangway and started a riot when the passengers were getting off because he wanted to get off the ship without having his crew pass stamped by the immigration authorities

You pick your Chief, you pick your side, you pick your crew and then you stand by ’em, whatever the wind blows up.

Light rain was falling, and a heavy prefrontal fog was beginning to move in as the Hardys arrived at the field. They walked to the tower and climbed the winding steps to the top. As they entered the control room, Lou Diamond, the tower chief, waved a greeting. A short, stocky, good-natured man, with crew-cut red hair, he nevertheless had an air of authority.

As an old crew chief of mine used to point out, you might be dead long before the problem you didn’t have the resources to fix right now became a critical need, so why waste more resources worrying about it?

The Ancient Mariner carried his secret, like a dead albatross, around his neck. He knew the only way to get rid of it was to tell others. To unburden himself. So he stopped a stranger, a wedding guest, and told him everything.” “And what was his secret?” asked Gilles. “The mariner had killed an albatross at sea,” said Gamache, stepping into the kitchen and taking the breadbasket to the table. “As a consequence of this cruel act, God took the lives of the entire crew.

Carnival Cruise Lines has its own successful way of doing things, which in this case involved creating a musical group called “The Hot Shots!” The word “Fantastic” comes to mind when thinking of this musical group! Each member auditioned separately at the Carnival rehearsal facility in Miami and then rehearsed as a group until they were ready for the big leagues aboard ship. Fortunately for me and my team, which includes Jorge Fernandez, a former guitar player from Cuba and now a top flight structural engineer in the Tampa Bay area, who helps me with much of my technical work; Lucy Shaw, Chief Copy Editor; Ursula Bracker, Proofer, and lucky me Captain Hank Bracker, award winning author (including multiple gold medals), were aboard the Carnival Legend and were privileged to listen to and enjoy, quite by chance, music that covered everything from Classical Rock, to Disco, to Mo Town and the years in between. Talented Judith Mullally, Carnival’s Entertainment Director, was on hand to encourage and partake in the music with her outstanding voice and, not to be left out, were members of the ship’s repertory cast, as well as the ship’s Cruise Director. The popular Red Frog lounge on the Carnival Legend was packed to the point that one of the performances had to be held on the expansive Lido deck. However, for the rest of the nights, the lounge was packed with young and old, singing and dancing to “The Hot Shots!” - a musical group that would totally pack any venue in Florida. Pheona Baranda, from the Philippines, is cute as a button and is the lead female singer, with a pitch-perfect soprano voice. Lucas Pedreira, from Argentina, is the lead male singer and guitar player who displayed endless energy and the ability to keep the audience hopping! Paulo Baranda, Pheona’s younger brother, plays the lead guitar to perfection and behind the scenes is the band’s musical director and of course is also from the Philippines. Ygor, from Israel, is the “on the money” drummer who puts so much into what he is doing, that at one point he hurt his hand, but refused to slow down. Nick is the bass guitar player, from down under New Zealand, and Marina, the piano and keyboard player, hails from the Ukraine. As a disclaimer I admit that I hold shares in Carnival stock but there is nothing in it for me other than the pleasure of listening to this ultra-talented group which cannot and should not be denied. They were and still are the very best! However, I am sorry that just as a “Super Nova” they unfortunately can’t last. Their bright shining light is presently flaring, but this will only be for a fleeting moment and then will permanently go to black next year on January 2, 2020. That’s just the way it is, but my crew and I, as well as the many guests aboard the Carnival Legend, experienced music seldom heard anywhere, any longer…. It was a treat we will remember for years to come and we hope to see them again, as individual musical artists, or as perhaps with a new group sometime in the near future!

There was just one problem: Cheney’s background check. Rumsfeld was aware of his protégé’s less-than-stellar academic record. Admitted to Yale on a scholarship, Cheney had distinguished himself as a first-class partier and a fourth-rate student. After three failed semesters, the university told him to take a year off; Cheney went back to Wyoming, where he got a job on a road crew stringing power cables. But upon his return to New Haven, Cheney recalls, “frankly, my attitude really hadn’t changed at all.” After another dismal academic performance, he was told to leave Yale for good. There was worse to

The role of executive officer (XO) is unique. He can often be the loneliest person on the ship. If something happens to the captain, the “exec” needs to be trained, prepared, and ready to take over. The XO is also the chief morale officer, executor of the captain’s orders, head of discipline, and the meanest “badass” on the ship (when required). The captain has total control and the final say, but the XO must make it all happen and pull everything together the way the captain wants it done while at the same time making the crew do it right. The best XOs eventually become captains. The bad XOs reveal themselves quickly and the navy has a chance to pull them out of line before they become captains and make mistakes that could be fatal to the ship or crew. (Little has changed since 1848.)

Whatever anxiety crew members on the Arizona and throughout the Pacific Fleet felt about the future would have been heightened had they known that on this same Thanksgiving day, the War and Navy departments in Washington issued what came to be called their “war warning” to all commands: “negotiations with Japan looking toward stabilization of conditions in the Pacific have ceased and an aggressive move by Japan is expected within the next few days.” At Pearl Harbor, Admiral Husband E. Kimmel, commander in chief of the Pacific Fleet, met with Vice Admiral William F. Halsey, Jr., the commander of his carrier forces, and Army Lieutenant General Walter C. Short, commander of land forces in Hawaii. Kimmel and Halsey had already organized task forces of cruisers and destroyers around the three aircraft carriers then operating in the Pacific: Lexington (CV-2), Saratoga (CV-3), and Enterprise (CV-6). To guard against a concerted attack or sabotage, they adopted a general protocol that only one carrier task force would be in Pearl Harbor at any one time. At the moment, this meant alternating between Lexington and Enterprise because Saratoga had yet to return to Hawaiian waters after a lengthy overhaul at Bremerton. A similar alternating routine was supposed to be in place among the three battleship divisions. Of the nine battleships in those three-ship divisions, Colorado was currently in Bremerton undergoing its own overhaul. With the war warning in hand, Admiral Kimmel and General Short concerned themselves primarily with the outer boundaries of their commands and not with Hawaii itself. The chief topic they discussed with Halsey was the delivery of aircraft to reinforce garrisons on Wake and Midway islands. Short wanted to deploy Army squadrons of new P-40s, but Halsey quoted an arcane regulation that Army pilots were required to stay within fifteen miles of land and asked what good they would be in protecting an island.

As soon as an “all clear” was given to reenter the Pentagon, Defina and Battalion Chief Walter Hood, along with several other battalion chiefs and their crews, entered the wedge with attack lines. They found victims burned to death where they stood, killed so quickly that the bodies didn’t have time to fall. Some people were melted into desk and cabinet tops. Some were propped against walls.

• While Rommel was going to see Hitler to beg for more tanks and a tighter command structure, Eisenhower was visited by Churchill, who was coming to the supreme commander to beg a favor. He wanted to go along on the invasion, on HMS Belfast. (“Of course, no one likes to be shot at,” Eisenhower later remarked, “but I must say that more people wanted in than wanted out on this one.”) As Eisenhower related the story, “I told him he couldn’t do it. I was in command of this operation and I wasn’t going to risk losing him. He was worth too much to the Allied cause. “He thought a moment and said, ‘You have the operational command of all forces, but you are not responsible administratively for the makeup of the crews.’ “And I said, ‘Yes, that’s right.’ “He said, ‘Well, then I can sign on as a member of the crew of one of His Majesty’s ships, and there’s nothing you can do about it.’ “I said, ‘That’s correct. But, Prime Minister, you will make my burden a lot heavier if you do it.’ ” Churchill said he was going to do it anyway. Eisenhower had his chief of staff, General Smith, call King George VI to explain the problem. The king told Smith, “You boys leave Winston to me.” He called Churchill to say, “Well, as long as you feel that it is desirable to go along, I think it is my duty to go along with you.” Churchill gave up.

Several years ago on an extremely hot day, a crew of men were working on the road bed of the railroad when they were interrupted by a slow moving train. The train ground to a stop and a window in the last car— which incidentally was custom made and air conditioned—was raised. A booming, friendly voice called out, “Dave, is that you?” Dave Anderson, the crew chief called back, “Sure is, Jim, and it’s really good to see you.” With that pleasant exchange, Dave Anderson was invited to join Jim Murphy, the president of the railroad, for a visit. For over an hour the men exchanged pleasantries and then shook hands warmly as the train pulled out. Dave Anderson’s crew immediately surrounded him and expressed astonishment that he knew Jim Murphy, the president of the railroad, as a personal friend. Dave then explained that twenty-three years earlier he and Jim Murphy had started work at the railroad on the same day. One of the men, half jokingly and half seriously, asked Dave why he was still working out in the hot sun and Jim Murphy had gotten to be president. Rather wistfully, Dave explained, “Twenty-three years ago I went to work for $1.75 an hour and Jim Murphy went to work for the railroad.

Construction of the SS Morro Castle was begun by the Newport News Shipbuilding and Dry Dock Company in January of 1929 for the New York and Cuba Mail Steam Ship Company, better known as the Ward Line. The ship was launched in March of 1930, followed in May by the construction of her sister ship the SS Oriente. Both ships were 508 feet long and had a breath of almost 80 feet and weighed in at 11,520 gross tons (GRT). The ships were driven by General Electric turbo generators, which supplied the necessary electrical current to two propulsion motors. Having twin screws both ships could maintain a cruising speed of 20 knots. State of the art, each ship was elegantly fitted out to accommodate 489 passengers and had a complement of 240 officers and crew. It is estimated that the ships cost approximately $5 million each, of which 75% was given to the company as a low cost government loan to be repaid over twenty years. The SS Morro Castle was named for the fortress that guards the entrance to Havana Bay. On the evening of September 5, 1934 Captain Robert Willmott had his dinner delivered to his quarters. Shortly thereafter, he complained of stomach trouble and shortly after that, died of an apparent heart attack. With this twist of fate the command of the ship went to the Chief Mate, William Warms. During the overnight hours, with winds increasing to over 30 miles per hour, the ship continued along the Atlantic coast towards New York harbor. Early on September 8, 1934 the ship had what started as a minor fire in a storage locker. With the increasing winds, the fire quickly intensified causing the ship to burn down to the waterline, killing a total of 137 passengers and crew members. Many passengers died when they jumped into the water with the cork life preservers breaking their necks and killing them instantly on impact. Only half of the ships 12 lifeboats were launched and then losing power the ship drifted, with heavy onshore winds and a raging sea the hapless ship ground ashore near Asbury Park. Hard aground she remained there for several months as a morbid tourist attraction. On March 14, 1935 the ship was towed to Gravesend Bay, New York and then to Baltimore, MD, where she was scrapped. The Chief Mate Robert Warms and Chief Engineer Eban Abbott as well as the Ward Line vice-president Henry Cabaud were eventually indicted on various charges, including willful negligence. All three were convicted and sent to jail, however later an appeals court later overturned the ship’s officers convictions and instead placed much of the blame on the dead Captain Willmott. Go figure….

In its first ten months of operation, the Eighth lost 188 heavy bombers and some 1,900 crewmen; those numbers would skyrocket over the next year and a half. By the end of the conflict, the U.S. air operations in Europe would suffer more fatalities—26,000—than the entire Marine Corps in its protracted bloody campaigns in the Pacific. “To fly in the Eighth Air Force in those days,” recalled Harrison Salisbury, “was to hold a ticket to a funeral. Your own.” The savagery of the air war was not due solely to the ferocity of German defenses. Early in the war, when the Air Force brass in Washington were touting the advantages of high-altitude flying, they failed to realize that the extreme atmospheric conditions experienced by the crews could kill as effectively as a Messerschmitt or Focke-Wulf. “There are apparently little things that one doesn’t think about prior to getting into operations,” commented Dr. Malcolm Grow, the Eighth’s chief medical officer. Little things like oxygen deprivation, which could cause unconsciousness and death in a matter of minutes, or extensive frostbite, caused by several hours of exposure to temperatures of 50 to 60 degrees below zero. Until early 1944, more airmen were hospitalized for frostbite than for combat injuries. As

It is hardly fortuitous that all the chief actors are property owners with no apparent necessity to work; that they are supplied as if by miracle with endless supplies of honey, condensed milk, balloons, popguns, and extract of malt; and that they crave meaningless aristocratic distinctions and will resort to any measure in their drive for class prestige. Not for nothing is the sycophant Pooh eventually invested by Christopher Robin as 'Sir Pooh de Bear.

NASA had convened a conference to explore the benefit of a new kind of training: Crew Resource Management. The primary focus was on communication. First officers were taught assertiveness procedures. The mnemonic that has been used to improve the assertiveness of junior members of the crew in aviation is called P.A.C.E. (Probe, Alert, Challenge, Emergency).* Captains, who for years had been regarded as big chiefs, were taught to listen, acknowledge instructions, and clarify ambiguity. The time perception problem was tackled through a more structured division of responsibilities. Checklists, already in operation, were expanded and improved. The checklists have been established as a means of preventing oversights in the face of complexity. But they also flatten the hierarchy. When pilots and co-pilots talk to each other, introduce themselves, and go over the checklist, they open channels of communication. It makes it more likely the junior partner will speak up in an emergency. This solves the so-called activation problem. Various versions of the new training methods were immediately trialed in simulators. At each stage, the new ideas were challenged, rigorously tested, and examined at their limits. The most effective proposals were then rapidly integrated into airlines around the world. After a terrible set of accidents in the 1970s, the rate of crashes began to decline.

It was early spring of 1997, about five years into my career as a journalist, a day of dark skies and cold rain. Peter Diamandis and I had gotten together for the very first time at a rundown diner on the outskirts of Chinatown, San Francisco. The diner was long and narrow, and we were seated toward the rear of the room. I was sitting with my back to the building’s far corner, Peter with his back to the rest of the restaurant. And the rest of the restaurant was staring at him. For twenty minutes, Peter had been getting more and more excited while telling me about his newly launched endeavor: the XPRIZE, a ten-million-dollar competition for the first team to build a private spaceship capable of taking three people into space twice in two weeks. Already, the Sharpie had come out. There were charts on napkins, graphs on placemats, a healthy rearrangement of condiments — the ketchup marking the end of the troposphere, the mustard the beginning of the mesosphere. About the time he got loud about how some maverick innovator working out of a garage somewhere was going to “take down NASA,” people began to stare. Peter couldn’t see them; I could. Twenty folks in the restaurant, all looking at him like he was stark raving mad. And I remember this: I remember thinking they were wrong. It’s hard to put my finger on why. Part of it was a strange hunch. Journalists tend to be cynical by nature and disbelieving by necessity. The job requires a fairly healthy bullshit detector, and that was the thing — mine wasn’t going off. More of it was that I had just come from a month in the Black Rock Desert, outside of Gerlach, Nevada, watching Craig Breedlove try to drive a car through the sound barrier. Breedlove’s effort was terrestrial-bound rocket science, for sure. The Spirit of America, his vehicle, was pretty much a miniature Saturn V — 40 feet long, 8 feet wide, 6 feet high, and powered by a turbojet engine that burned, well, rocket fuel. During those long days in the desert, I spent a lot of time talking to aerospace engineers. They all made one thing clear: Driving a car through the sound barrier was a lot harder than sending a rocket ship into low-earth orbit. In fact, when I asked Breedlove’s crew chief, former Air Force pilot turned aerospace engineer Dezso Molnar — who we’ll meet again later as the inventor of the world’s first flying motorcycle — what he was going to work on when all this was over, he said, “I want to do something easy, something relaxing. I think I’m going to build a spaceship.