Crisis Leader Quotes

A person who is truly cool is a work of art. And remember, original works of art cost exponentially higher than imitations. Just take a look at the the coolest people in history. They will always be a part of history for being extremely original individuals, not imitations.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

How can you motivate yourself to continue to follow a leader when he appears to be going around in circles?

It has been decided by our leaders that economic growth is more important. That the extinction crisis is an acceptable trade for their greed.

There are three stages of a crisis in regards to running a business, unfortunately many leaders do nothing in stage one, and find themselves reacting in stage two when the crisis hits.

While part of my mind puzzled that out, I watched my mother with fascination. I'd listened to her tell her stories. I'd seen and felt her fight. But really, truly, I'd never seen her in action in a real-life crisis. She showed every bit of that hard control she did around me, but here, I could see how necessary it was. A situation like this created panic. Even among the guardians, I could sense those who were so keyed up that they wanted to do something drastic. My mother was a voice of reason, a reminder that they had to stay focused and fully assess the situation. Her composure calmed everybody; her strong manner inspired them. This, I realized, was how a leader behaved.

Climate change has never received the crisis treatment from our leaders, despite the fact that it carries the risk of destroying lives on a vastly greater scale than collapsed banks or collapsed buildings.

In times of crisis, we are better off being led by mentally ill leaders than by mentally normal ones.

Remember, action today can prevent a crisis tomorrow.

I know of no case study in history that describes an organization that has been managed out of a crisis. Every single one of them was led.

A true Leader asks advice, when he has time to think; but he never asks advice in a crisis. He acts

Reform is usually possible only once a sense of crisis takes hold.... In fact, crises are such valuable opportunities that a wise leader often prolongs a sense of emergency on purpose.

The greatest crisis in the world today is a crisis of leadership, and the greatest crisis of leadership is a crisis of character.

A leader or a man of action in a crisis almost always acts subconsciously and then thinks of the reasons for his action.

A company with dysfunctional habits can’t turn around simply because a leader orders it. Rather, wise executives seek out moments of crisis—or create the perception of crisis—and cultivate the sense that something must change, until everyone is finally ready to overhaul the patterns they live with each day.

The dangerously high level of stupidity surplus was once again the lead story in The Owl that morning. The reason for the crisis was clear: Prime Minister Redmond van de Poste and his ruling Commonsense Party had been discharging their duties with a reckless degree of responsibility that bordered on inspired sagacity. Instead of drifting from one crisis to the next and appeasing the nation with a steady stream of knee-jerk legislation and headline-grabbing but arguably pointless initiatives, they had been resolutely building a raft of considered long-term plans that concentrated on unity, fairness and tolerance. It was a state of affairs deplored by Mr. Alfredo Traficcone, leader of the opposition Prevailing Wind Party, who wanted to lead the nation back to the safer ground of uniformed stupidity.

Recent scholarship confirms the portrait of John F. Kennedy sketched by his brother in Thirteen Days: a remarkably cool, thoughtful, nonhysterical, self-possessed leader, aware of the weight of decision, incisive in his questions, firm in his judgment, always in charge, steering his advisers perseveringly in the direction he wanted to go. “We are only now coming to understand the role he played in it,” writes John Lewis Gaddis, the premier historian of the Cold War.

Britain never regained its naval and economic dominance over the world, and it remains notoriously conflicted (“Brexit”) about its role in Europe. But Britain is still among the world’s six richest nations, is still a parliamentary democracy under a figurehead monarch, is still a world leader in science and technology, and still maintains as its currency the pound sterling rather than the euro

It’s a fact of our culture that the loudest mouths get the most airplay, and the loudmouths are saying that in times of crisis it’s treasonous to question our leaders.

Because discipline is misunderstood or not as valued as it has been, the United States—and some might argue the world—is experiencing a cultural leadership crisis.

if you base your business on the volume leader, you will be going after a larger business yourself

No matter what, its always an opportunity.

Innovation distinguishes between a leader and a follower.’ – Steve Jobs

For thousands of years, spiritual leaders have praised a creed that has ignited more organized violence, more systemized terror, more legalized murder, than any other idea in religious history. This

Nowadays, some 60–70 percent of our clients turn to us as PR consultants—and it seems to be exactly the same everywhere in the world—for two main reasons: crisis management and reputation management.

Fearful leaders side-step issues instead of dealing with them, cover up mistakes instead of owning up to mistakes; they skulk back into the shadows and hope that the crisis—whatever it is—will somehow blow over instead of facing their fears. Worse, they resort to lies and deception to cover up the truth.

Daddy and I left the End this morning. He is meeting with some of the leaders in Capitol City and he said I could come with him. But, the meetings were boring, so I thought I’d come see you guys.” “You mean, make fun of me, don’t you?” Jimmy said bitterly, crossing his arms in front of his chest and pouting. Princes Tina giggled. “It’s just so easy to do that.

The crisis of our time isn’t just a crisis of a single leader, organization, country, or conflict. The crisis of our time reveals the dying of an old social structure and way of thinking, an old way of institutionalizing and enacting collective social forms.

In business,” Siilasmaa said, “we forget that we are human. Many strong leaders think they should not be friends with their colleagues. I disagree. Business is emotional. I like to be friends with my colleagues. You get through a crisis because you care so much.

All I can say is that there is indeed a crisis here. We cannot speak to one another in a meaningful way, every one of us is a leader, a general of the army, a king, a president, the greatest thinker of all time, and so on and so forth. This is the curse of the Armenian race.

While Arab governments and Palestinian leaders were willing to participate in a new and more reasonable UN peace initiative in 1948, the Israelis assassinated the UN peace mediator, Count Bernadotte, and rejected the suggestion of the Palestine Conciliation Commission (PCC), a UN body, to reopen negotiations. This intransigent view would continue; Avi Shlaim has shown in The Iron Wall that, contrary to the myth that the Palestinians never missed an opportunity to miss peace, it was Israel that constantly rejected the peace offers that were on the table.

We have a crisis of leadership in America because our overwhelming power and wealth, earned under earlier generations of leaders, made us complacent, and for too long we have been training leaders who only know how to keep the routine going. Who can answer questions, but don’t know how to ask them. Who can fulfill goals, but don’t know how to set them. Who think about how to get things done, but not whether they’re worth doing in the first place. What we have now are the greatest technocrats the world has ever seen, people who have been trained to be incredibly good at one specific thing, but who have no interest in anything beyond their area of exper­tise. What we don’t have are leaders. What we don’t have, in other words, are thinkers. People who can think for themselves. People who can formulate a new direction: for the country, for a corporation or a college, for the Army—a new way of doing things, a new way of looking at things. People, in other words, with vision.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

It was only with the crisis that debt soared. Yet many Europeans in key positions - especially politicians and officials in Germany, but also the leadership of the European Central Bank and opinion leaders throughout the world of finance and banking - are deeply committed to the Big Delusion, and no amount of contrary evidence will shake them. As a result, the problem of dealing with the crisis is often couched in moral terms: nations are in trouble because they have sinned, and they must redeem themselves through suffering. And that's a very bad way to approach the actual problems Europe faces.

The temptation to tell a chief in a great position the things he most likes to hear is one of the commonest explanations of mistaken policy,’ he later wrote in The World Crisis; ‘the outlook of the leader on whose decisions fateful events depend is usually far more sanguine than the brutal facts admit.’45

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.

All those leaders seized the possibilities created by a crisis. During turmoil, organizational habits become malleable enough to both assign responsibility and create a more equitable balance of power. Crises are so valuable, in fact, that sometimes it’s worth stirring up a sense of looming catastrophe rather than letting it die down.

Our beloved country is being attacked and we must be loyal to it; in times of crisis it is not right to criticize your leaders. It is disloyal, an act of treachery.” Using jingoist language is far easier than taking responsibility for righteousness in the nation. Far easier to shout patriotic slogans than to work patriotically for justice.

Crisis doesn’t necessarily make character, but it certainly does reveal it.

Leadership crisis erupt when people who have not learnt how to obey instructions are given the privilege to give commands. Leaders are experienced servants.

Crisis doesn’t necessarily make character, but it certainly does reveal it. Adversity

Folks would discuss whether the Antichrist was already alive and, if so, which world leader it might be.

Great leaders sometimes need to appear unbalanced, he thought: “What seems ‘balanced’ and ‘safe’ in a crisis is often the most risky.

Crisis doesn’t necessarily make character, but it certainly does reveal it. Adversity is a crossroads that makes a person choose one of two paths: character or compromise.

Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the programmers who design so well that they don’t have dramatic errors, and managers whose organizations stay out of crisis mode? Organizing

Wise leaders know that serving the best interests of all will lead to a healthy and prosperous society. That's why they work to bring people together, not tear them apart, to serve the common good.

Amid an array of moral convictions, the indistinguishable character of the church undermines its claims of a superior—indeed ontologically true—moral vision. On the broad public level, the spectacular failures of the church’s leaders discredit its claims of “goodness.” When the Christian next door demonstrates the same self-interested, consumer life as anyone else, goodness seems like a faint sentimentality.

But unfortunately, decent people are usually slow to act and ignore dangers until a crisis erupts. They are sluggish and willing to abide with peace without honor, but their own inaction causes them to lose both.

The immediate reactions of the two superpower leaders when confronted with the gravest international crisis of their careers were much the same, shock, wounded pride, grim determination, and barely repressed fear.

Especially when the leaders in your supposed community make it clear that that is exactly how they feel about you when it comes down to the crunch. But no, ignore that. It is in this moment that we must show the true strength of will within us. A few years ago, in the middle of the financial crisis, the artist and musician Henry Rollins managed to express this deeply human obligation better than millennia of religious doctrine ever have:

I can’t help but wonder why leaders are so often hesitant to lead. I guess it takes a lot of conviction and trusting your gut to get ahead of your peers, your staff and your employees while they are still squabbling about which path to take, and set an unhesitating, unequivocal course whose rightness or wrongness will not be known for years. Such a decision really tests the mettle of the leader. By contrast, it doesn’t take much self-confidence to downsize a company—after all, how can you go wrong by shuttering factories and laying people off if the benefits of such actions are going to show up in tomorrow’s bottom line and will be applauded by the financial community?

Church leaders don’t know how to deal with this chronic crisis; as with the out-of-touch Orthodox hierarchy and clergy of the late imperial period, many don’t seem to realize what’s happening, much less how to address the decay.

a deep and widespread readiness to accept war, conceived as a certainty imposed by the nature of international relations. The weight of this accumulated readiness would manifest itself during the July Crisis of 1914 not in the form of aggressive programmatic statements, but through the eloquent silence of those civilian leaders who, in a better world, might have been expected to point out that a war between great powers would be the very worst of things.

Washington wanted to give the men some kind of inspirational speech before they boarded the boats, but knew that he was no orator. So, instead, he handed out copies of the latest patriotic essay by Tom Paine, The American Crisis.

As a religious leader, Jesus was an ardent advocate of nonviolence. He scrupulously avoided involvement in either military or political leadership, which historically had been associated with organized violence for win-lose gain. Six

There are two things a leader can do: he can either contaminate his environment (and his people) with his attitude and actions, or he can inspire confidence. A leader must be visible to the people he leads. He must be self-confident and always maintain a positive attitude. If a leader thinks he might lose in whatever crisis or situation; then he has already lost. He must exhibit a determination to prevail no matter what the odds or how difficult the situation. He must have and display the will to prevail by his actions, his words, his tone of voice, his appearance, his demeanor, his countenance, and the look in his eyes. He must never give off any hint or evidence that he is uncertain about a positive outcome.

It becomes nearly impossible for the healthier members of a system or its leadership to see the bigger issue and tackle systemic issues because the focus is brought back to the latest crisis and the feverish emotional responses that are swamping the network.

...fascism is more plausibly linked to a set of "mobilizing passions" that shape fascist action than to a consistent and fully articulated philosophy. At the bottom is a passionate nationalism. Allied to it is a conspiratorial and Manichean view of history as a battle between the good and evil camps, between the pure and the corrupt, in which one's own community or nation has been the victim. In this Darwinian narrative, the chosen people have been weakened by political parties, social classes, unassimilable minorities, spoiled rentiers, and rationalist thinkers who lack the necessary sense of community. These "mobilizing passions," mostly taken for granted and not always overtly argued as intellectual propositions, form the emotional lava that set fascism's foundations: -a sense of overwhelming crisis beyond the reach of any traditional solutions; -the primacy of the group, toward which one has duties superior to every right, whether individual or universal, and the subordination of the individual to it; -the belief that one's group is a victim, a sentiment that justifies any action, without legal or moral limits, against its enemies, both internal and external; -dread of the group's decline under the corrosive effects of individualistic liberalism, class conflict, and alien influences; -the need for closer integration of a purer community, by consent if possible, or by exclusionary violence if necessary; -the need for authority by natural leaders (always male), culminating in a national chief who alone is capable of incarnating the groups' destiny; -the superiority of the leader's instincts over abstract and universal reason; -the beauty of violence and the efficacy of will, when they are devoted to the group's success; -the right of the chosen people to dominate others without restraint from any kind of human or divine law, right being decided by the sole criterion of the group's prowess within a Darwinian struggle. ...Fascism was an affair of the gut more than the brain, and a study of the roots of fascism that treats only the thinkers and the writers misses the most powerful impulses of all.

In its simplest form, Mission True organizations know why they exist and protect their core at all costs. They remain faithful to what they believe God has entrusted them to do. They define what is immutable: their values and purposes, their DNA, their heart and soul.

The crisis of our time isn’t just a crisis of a single leader, organization, country, or conflict. The crisis of our time reveals the dying of an old social structure and way of thinking, an old way of institutionalizing and enacting collective social forms. Frontline

Beyond the speculative and often fraudulent froth that characterizes much of neoliberal financial manipulation, there lies a deeper process that entails the springing of ‘the debt trap’ as a primary means of accumulation by dispossession. Crisis creation, management, and manipulation on the world stage has evolved into the fine art of deliberative redistribution of wealth from poor countries to the rich. I documented the impact of Volcker’s interest rate increase on Mexico earlier. While proclaiming its role as a noble leader organizing ‘bail-outs’ to keep global capital accumulation on track, the US paved the way to pillage the Mexican economy. This was what the US Treasury–Wall Street–IMF complex became expert at doing everywhere. Greenspan at the Federal Reserve deployed the same Volcker tactic several times in the 1990s. Debt crises in individual countries, uncommon during the 1960s, became very frequent during the 1980s and 1990s. Hardly any developing country remained untouched, and in some cases, as in Latin America, such crises became endemic. These debt crises were orchestrated, managed, and controlled both to rationalize the system and to redistribute assets. Since 1980, it has been calculated, ‘over fifty Marshall Plans (over $4.6 trillion) have been sent by the peoples at the Periphery to their creditors in the Center’. ‘What a peculiar world’, sighs Stiglitz, ‘in which the poor countries are in effect subsidizing the richest.

Mom’s brothers would come up and want to go carousing with Dad,” Uncle Jimmy explained. “They’d go drinking and chasing women. Uncle Pet was always the leader. I didn’t want to hear about it, but I always did. It was that culture from back then that expected the men were going to go out and do what they wanted to do.

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

Unfortunately, the most dangerous paradigm in religious history has rendered nearly every believer in its truth to be a potential danger or danger to all humans on earth. Nearly all religious leaders and their faithful followers have embraced this prized paradigm. It avows that their religion is the only true religion recognized by the only true god. Islam

Generational Patterns Since the beginning of recorded time, certain writers and thinkers have intuited a pattern to human history. It was perhaps the great fourteenth-century Islamic scholar Ibn Khaldun who first formulated this idea into the theory that history seems to move in four acts, corresponding to four generations. The first generation is that of the revolutionaries who make a radical break with the past, establishing new values but also creating some chaos in the struggle to do so. Often in this generation there are some great leaders or prophets who influence the direction of the revolution and leave their stamp on it. Then along comes a second generation that craves some order. They are still feeling the heat of the revolution itself, having lived through it at a very early age, but they want to stabilize the world, establish some conventions and dogma. Those of the third generation—having little direct connection to the founders of the revolution—feel less passionate about it. They are pragmatists. They want to solve problems and make life as comfortable as possible. They are not so interested in ideas but rather in building things. In the process, they tend to drain out the spirit of the original revolution. Material concerns predominate, and people can become quite individualistic. Along comes the fourth generation, which feels that society has lost its vitality, but they are not sure what should replace it. They begin to question the values they have inherited, some becoming quite cynical. Nobody knows what to believe in anymore. A crisis of sorts emerges. Then comes the revolutionary generation, which, unified around some new belief, finally tears down the old order, and the cycle continues. This revolution can be extreme and violent, or it can be less intense, with simply the emergence of new and different values.

Patriotism was used to muddle the sense of morality: “Our beloved country is being attacked and we must be loyal to it; in times of crisis it is not right to criticize your leaders. It is disloyal, an act of treachery.” Using jingoist language is far easier than taking responsibility for righteousness in the nation. Far easier to shout patriotic slogans than to work patriotically for justice.

A deep and enduring economic crisis like the Great Depression of the 1930s, or a natural disaster that kills tens of thousands of people, might change America’s fundamental calculus about economic justice. Until then, the American public will probably continue to refrain from broadly challenging both male and female corporate leaders who compensate themselves far in excess of their value to society. That

Though it is obligatory to hail our leaders for their sincere dedication to bringing democracy to a suffering world, perhaps in an excess of idealism, the more serious scholar/advocates of the mission of “democracy promotion” recognize that there is a “strong line of continuity” running through all administrations: the United States supports democracy if and only if it conforms to U.S. strategic and economic interests.

Put a dozen relatively like-minded people into the same crisis and you will see a dozen different responses. Some are heroes; others are cowards. Some are leaders; others are followers. Some are optimistic; others despair. Some shake their fist at God; others quietly submit. You don’t really know who you are until you have gone through suffering. We can measure our spiritual growth by the way we behave under pressure. Throughout

Judging Pius by what he did not say, one could only damn him. With images of piles of skeletal corpses before his eyes; with women and young children compelled, by torture, to kill each other; with millions of innocents caged like criminals, butchered like cattle, and burned like trash—he should have spoken out. He had this duty, not only as pontiff, but as a person. After his first encyclical, he did reissue general distinctions between race-hatred and Christian love. Yet with the ethical coin of the Church, Pius proved frugal; toward what he privately termed “Satanic forces,” he showed public moderation; where no conscience could stay neutral, the Church seemed to be. During the world’s greatest moral crisis, its greatest moral leader seemed at a loss for words. But the Vatican did not work by words alone. By 20 October, when Pius put his name to Summi Pontficatus, he was enmeshed in a war behind the war. Those who later explored the maze of his policies, without a clue to his secret actions, wondered why he seemed so hostile toward Nazism, and then fell so silent. But when his secret acts are mapped, and made to overlay his public words, a stark correlation emerges. The last day during the war when Pius publicly said the word “Jew” is also, in fact, the first day history can document his choice to help kill Adolf Hitler.

Keller, who devoted much of her later life to raising funds for the American Foundation for the Blind, never wavered in her belief that our society needed radical change. Having herself fought so hard to speak, she helped found the American Civil Liberties Union to fight for the free speech of others. She sent $100 to the NAACP with a letter of support that appeared in its magazine The Crisis—a radical act for a white person from Alabama in the 1920s. She supported Eugene V. Debs, the Socialist candidate, in each of his campaigns for the presidency. She composed essays on the women’s movement, on politics, on economics. Near the end of her life, she wrote to Elizabeth Gurley Flynn, leader of the American Communist Party, who was then languishing in jail, a victim of the McCarthy era: “Loving birthday greetings, dear Elizabeth Flynn! May the sense of serving mankind bring strength and peace into your brave heart!

Nineteenth-century clergyman Phillips Brooks maintained, “Character is made in the small moments of our lives.” Anytime you break a moral principle, you create a small crack in the foundation of your integrity. And when times get tough, it becomes harder to act with integrity, not easier. Character isn’t created in a crisis; it only comes to light. Everything you have done in the past—and the things you have neglected to do—come to a head when you’re under pressure.

Without ever saying so, many intelligent people think, “Who am I to challenge authority and question whether our social leaders know what they are doing, where they are going, and how to get there?” Thus, a vital message must be dramatized to gain the attention of decent people. To follow the leader by default without verifying the equity, utility, and morality of the leadership through observational analysis is to bury our heads in the sand and to risk human extinction.

I have been troubled to witness how divisive making any reference to the end times has come to be among some sincere believers and leaders who deeply love God and one another. Oh, how I long to see the body of Christ come together in unity, to see them fast and pray for an awakening in the midst of the present crisis that is growing in the nations! Our passion and our unifying factor are the Lord Jesus crucified, raised on the third day, and ascended into heaven, who one day will return.

Even so, the advance of the far right in Europe and the United States reveals the need to rethink memory work, to adapt it to new generations for whom the Second World War feels like a long-ago crisis. It's important to tell a story people can identify with, a story of ordinary people, the Mitlaufer, and not only of heroes, victims, or monsters. To raise awareness that, if history as such does not repeat itself, sociological and psychological mechanisms do, which push individuals and societies to make irrational choices by supporting regimes and leaders who are opposed to their interests, by becoming complicit in criminal ideas and actions. The most dangerous monster is not a megalomaniacal and violent leader, but us, the people who make him possible, who give him the power to lead. By our opportunism, by our conformity to all-powerful capitalism, which places money and consumption over education, intelligence, and culture, we are in danger of losing the democracy, peace, and freedom that so many of our predecessors have fought to preserve.

The media and intelligentsia were partly complicit in Trump's depiction of the world as a dystopia headed for even greater disaster. 'Charge the cockpit or you die!' cried the pro-Trump intellectual right. 'I'd rather see the empire burn to the ground under Trump, opening up at least the possibility of radical change, than cruise on autopilot under Clinton,' said the pro-Trump left. When people believe that the world is heading off a cliff, they are receptive to the perennial appeal of demagogues: 'What do you have to lose?' But if the media and intellectuals put events into statistical and historical context, rather than constantly crying 'crisis,' they would make it clearer what the answer to that question is. Revolutionary regimes from Nazi Germany and Maoist China to contemporary Venezuela show that people have a tremendous amount to lose when a charismatic leader forces a radical personal vision on a society. A modern liberal democracy is a precious achievement. Until the messiah comes, it will always have problems, but it's better to solve problems than to start a conflagration and hope for the best.

There is a distressing but not uncommon condition of presidents and other world leaders known as Worrying about Africa. It is usually picked up overseas as at summit meeting on world poverty or disease, and symptoms include painful twinges of guilt over the discrepancy between First and Third World wealth, uncomfortable feelings somewhere below the stomach that perhaps unfettered capitalism is not the benevolent force for good we are constantly assured it is, and frequent attacks of calling for Something to Be Done. The best remedy is invariably a stiff dose of domestic crisis.

Of course, when the barbarians doggedly persist and use the most refined methods to destroy morality, the family, and the mystery, it is necessary to speak forcefully. As children of God, we must know how to choose the right time, the right words, and the weapons of faith and charity. Those who fight the good fight hate vulgarity and useless chattering. A few sentences are enough to tell the truth. Today the crisis of the modern world, with its sinister repercussions on the Church and her hierarchical leaders, does not prevent Christian life from developing or the faith from being consolidated, strengthened, and propagated.

1. Watch the news together. Select one crisis and answer the question: If I was in charge of this what would I do? List solution-steps they could take. 2. Groom the optimist in them. Have them read and listen to positive books and tapes. Feed them with big ideas from great people. 3. Have them write out their dreams. Then, have them list their skills and talents. Do any match? Ask them what they would do if they had no fear of failure. 4. Go with them to interview a visionary leader. Ask that leader how they think about problems. How do they perceive opportunities? 5. Discuss current events each week. Ask them to identify one burden or problem

For years, the suspicion that Mr. Putin has a secret fortune has intrigued scholars, industry analysts, opposition figures, journalists and intelligence agencies but defied their efforts to uncover it. Numbers are thrown around suggesting that Mr. Putin may control $40 billion or even $70 billion, in theory making him the richest head of state in world history. For all the rumors and speculation, though, there has been little if any hard evidence, and Gunvor has adamantly denied any financial ties to Mr. Putin and repeated that denial on Friday. But Mr. Obama’s response to the Ukraine crisis, while derided by critics as slow and weak, has reinvigorated a 15-year global hunt for Mr. Putin’s hidden wealth. Now, as the Obama administration prepares to announce another round of sanctions as early as Monday targeting Russians it considers part of Mr. Putin’s financial circle, it is sending a not-very-subtle message that it thinks it knows where the Russian leader has his money, and that he could ultimately be targeted directly or indirectly. “It’s something that could be done that would send a very clear signal of taking the gloves off and not just dance around it,” said Juan C. Zarate, a White House counterterrorism adviser to President George W. Bush who helped pioneer the government’s modern financial campaign techniques to choke off terrorist money.

Social entrepreneurs are among the most dynamic engines of the cooperative movement. Where corporate moguls work for personal enrichment, these civic-minded business leaders work for the cooperative equivalent, which is a desire to generate community self-reliance, abolish poverty, and enhance community economic well-being by improving housing, food, transportation, energy, health, finance, and a host of other products and services. Their motivations are not selfishly financial; they are far deeper, rooted in both the human spirit and the pervasive sense of community that human beings have striven to express throughout history. As the economist Jean Monnet once said, “Without community, there is crisis.

When American colonists demanded their “rights as Englishmen” in the years leading up to 1776, they were harkening back to the spirit of 1688 and the Bill of Rights it produced. Of course, dissent would turn into a fight for American independence—with a boost from Britain’s rival, France. But the costs of supporting the American Revolutionary War bankrupted the French monarchy and precipitated a crisis. In the final years of the eighteenth century, French leaders took inspiration from their American predecessors and overthrew their king. But they went far beyond reform and tried to create revolution from the top down, imposing modernization on a society unready for such dramatic change. It would prove to be a grisly failure, one that has echoed through the ages.

The Names, in fact, is a study in American ignorance; then as now, few Americans knew the difference between Sunni and Shiite, or how to pronounce Iran (“E-ron”). DeLillo’s protagonist, Axton, is a risk analyst for an insurance company that counsels multinational corporations on pressing questions about the world. Which country is risky? Where will the next bomb go off? Who creates the risk? Axton is also, as my Turkish friends liked to imagine I was, an unwitting agent for the CIA, the spy who doesn’t know he’s a spy. “Are they killing Americans?” is his main question. Axton and the Americans abroad can’t make sense of the world, can’t grab onto anything. They are not so much arrogant as confused. They perceive their vulnerability, their noses wrinkling at smells in the air: “Wasn’t there a sense, we Americans felt, in which we had it coming?” A Greek man named Eliades, with the aspect of a grumpy sage, says to the Americans: I think it’s only in a crisis that Americans see other people. It has to be an American crisis, of course. If two countries fight that do not supply the Americans with some precious commodity, then the education of the public does not take place. But when the dictator falls, when the oil is threatened, then you turn on the television and they tell you where the country is, what the language is, how to pronounce the names of the leaders, what the religion is all about, and maybe you can cut out recipes in the newspaper of Persian dishes. I will tell you. The whole world takes an interest in this curious way Americans educate themselves.

Pro Government or Pro Human Rights (Earth Administrative Service, Sonnet 1304) Either pro government or pro human rights, A civilized human cannot be both. Doesn't mean you're always anti government, It means you pledge no one blanket support. Gaza has made it more evident than ever, No politician got the guts to rock the boat. When the chips are down and balloon goes up, Politicians hide behind the diplomacy door. World leeches masquerading as world leaders, Would sell their mothers if the price is right. Sheeply civilians don't do much to change things, So they seek comfort in snobbish arguments on AI. Dump all autocratic nonsense of law-abidance, Tell the right from wrong by conscience rule. If you want human rights to reign supreme, Wake up and be the world leader of your hood.

9:20 Reversing Impending Judgment, INTERCESSION. Aaron had made the gold calf for the people to worship, and God had promised the judgment of death on him. As a result of Moses’ intercession, Aaron’s life was spared. Never underestimate the possibility of a reversal of God’s judgment through a loving intercessor. Is there a more awesome role? It has happened in the Bible and numbers of times since. Take note how the early disciples prayed during the night for Peter when he was in prison. It resulted in an escape with an angelic escort (Acts 12:7–12). Prepare to pay a price in intercession when friends or leaders are in crisis situations. We are to always pray for the seemingly impossible and never to limit God’s ability or minimize the effectiveness of our partnership with Him in prayer.

Despite everything that has happened, regardless of the pain of their loss, despite all the other nonviolent peaceful warriors who suffered and sometimes fell, I have never once considered giving up or giving out. I could not let myself get lost in a sea of despair, because I had faith that the truth is bigger than all humanity. The tragedy of their loss was a crisis of faith, but in that struggle I discovered that you can kill a Medgar Evers or a Jimmie Lee Jackson. You can kill three civil rights workers named Chaney, Goodman, and Schwerner. You can bomb four innocent little girls in church on a Sunday morning. You can even kill three of the finest leaders of the twentieth century, but you cannot kill the truth they represented. The truth marches on; it is not connected to the life of any one individual. When a person dies, the dream does not die. You can kill a man, but the truth that he stood for will never die.

Looking at a situation like the Israel-Palestine conflict, Americans are likely to react with puzzlement when they see ever more violent and provocative acts that target innocent civilians. We are tempted to ask: do the terrorists not realize that they will enrage the Israelis, and drive them to new acts of repression? The answer of course is that they know this very well, and this is exactly what they want. From our normal point of view, this seems incomprehensible. If we are doing something wrong, we do not want to invite the police to come in and try and stop us, especially if repression will result in the deaths or imprisonment of many of our followers. In a terrorist war, however, repression is often valuable because it escalates the growing war, and forces people to choose between the government and the terrorists. The terror/repression cycle makes it virtually impossible for anyone to remain a moderate. By increasing polarization within a society, terrorism makes the continuation of the existing order impossible. Once again, let us take the suicide bombing example. After each new incident, Israeli authorities tightened restrictions on Palestinian communities, arrested new suspects, and undertook retaliatory strikes. As the crisis escalated, they occupied or reoccupied Palestinian cities, destroying Palestinian infrastructure. The result, naturally, was massive Palestinian hostility and anger, which made further attacks more likely in the future. The violence made it more difficult for moderate leaders on both sides to negotiate. In the long term, the continuing confrontation makes it more likely that ever more extreme leaders will be chosen on each side, pledged not to negotiate with the enemy. The process of polarization is all the more probably when terrorists deliberately choose targets that they know will cause outrage and revulsion, such as attacks on cherished national symbols, on civilians, and even children. We can also think of this in individual terms. Imagine an ordinary Palestinian Arab who has little interest in politics and who disapproves of terrorist violence. However, after a suicide bombing, he finds that he is subject to all kinds of official repression, as the police and army hold him for long periods at security checkpoints, search his home for weapons, and perhaps arrest or interrogate him as a possible suspect. That process has the effect of making him see himself in more nationalistic (or Islamic) terms, stirs his hostility to the Israeli regime, and gives him a new sympathy for the militant or terrorist cause. The Israeli response to terrorism is also valuable for the terrorists in global publicity terms, since the international media attack Israel for its repression of civilians. Hamas military commander Salah Sh’hadeh, quoted earlier, was killed in an Israeli raid on Gaza in 2002, an act which by any normal standards of warfare would represent a major Israeli victory. In this case though, the killing provoked ferocious criticism of Israel by the U.S. and western Europe, and made Israel’s diplomatic situation much more difficult. In short, a terrorist attack itself may or may not attract widespread publicity, but the official response to it very likely will. In saying this, I am not suggesting that governments should not respond to terrorism, or that retaliation is in any sense morally comparable to the original attacks. Many historical examples show that terrorism can be uprooted and defeated, and military action is often an essential part of the official response. But terrorism operates on a logic quite different from that of most conventional politics and law enforcement, and concepts like defeat and victory must be understood quite differently from in a regular war.

The situation—having to choose between imposing higher retail prices and reducing investments and military spending—created a dilemma for the government: deciding between conflict with the public or with the Party economic elite. But not making a decision heightened the risk that, as the crisis developed, there would be conflict with both the public and the elite.18 The new generation of leaders clearly did not understand this. The traditional management of the economy was oriented on natural, rather than abstract, parameters. The development of cattle breeding was discussed at the highest level more frequently than the country’s budget. Industry and business leaders regarded finances as necessary but dreary bookkeeping.19 In addition, information on the real state of the budget, hard currency reserves, foreign debt, and balance of payments was available only to an extremely narrow circle of people, many of whom understood nothing about it anyway.

Through the fall, the president’s anger seemed difficult to contain. He threatened North Korea with “fire and fury,” then followed up with a threat to “totally destroy” the country. When neo-Nazis and white supremacists held a rally in Charlottesville, Virginia, and one of them killed a protester and injured a score of others, he made a brutally offensive statement condemning violence “on many sides … on many sides”—as if there was moral equivalence between those who were fomenting racial hatred and violence and those who were opposing it. He retweeted anti-Muslim propaganda that had been posted by a convicted criminal leader of a British far-right organization. Then as now, the president’s heedless bullying and intolerance of variance—intolerance of any perception not his own—has been nurturing a strain of insanity in public dialogue that has been long in development, a pathology that became only more virulent when it migrated to the internet. A person such as the president can on impulse and with minimal effort inject any sort of falsehood into public conversation through digital media and call his own lie a correction of “fake news.” There are so many news outlets now, and the competition for clicks is so intense, that any sufficiently outrageous statement made online by anyone with even the faintest patina of authority, and sometimes even without it, will be talked about, shared, and reported on, regardless of whether it has a basis in fact. How do you progress as a culture if you set out to destroy any common agreement as to what constitutes a fact? You can’t have conversations. You can’t have debates. You can’t come to conclusions. At the same time, calling out the transgressor has a way of giving more oxygen to the lie. Now it’s a news story, and the lie is being mentioned not just in some website that publishes unattributable gossip but in every reputable newspaper in the country. I have not been looking to start a personal fight with the president. When somebody insults your wife, your instinctive reaction is to want to lash out in response. When you are the acting director, or deputy director, of the FBI, and the person doing the insulting is the chief executive of the United States, your options have guardrails. I read the president’s tweets, but I had an organization to run. A country to help protect. I had to remain independent, neutral, professional, positive, on target. I had to compartmentalize my emotions. Crises taught me how to compartmentalize. Example: the Boston Marathon bombing—watching the video evidence, reviewing videos again and again of people dying, people being mutilated and maimed. I had the primal human response that anyone would have. But I know how to build walls around that response and had to build them then in order to stay focused on finding the bombers. Compared to experiences like that one, getting tweeted about by Donald Trump does not count as a crisis. I do not even know how to think about the fact that the person with time on his hands to tweet about me and my wife is the president of the United States.

Pitt was one of the marvels of the century, a leader who dazzled sober politicians and the crowd alike. He drew his peculiar appeal from some inner quality of temperament as well as mind, a quality which allowed, indeed drove, him to disregard both conventional wisdom and opposition and to push through to what he wanted. He was an “original” in an age suspicious of the original. He got away with being what he was, scorning the commonplace and the expected and explaining himself in a magnificent oratorical flow that inspired as much as it informed. Pitt’s powers of concentration shone from his fierce eyes, as did his belief in himself; in the crisis of war he said, “I know that I can save this country and that no one else can.” He was obsessed even more by a vision of English greatness, a vision that fed on hatred of France and contempt for Spain. Pitt had despised the fumbling efforts of his predecessors to cope with the French on the Continent, and he was impatient with the incompetence of English generals in America.

L’Ur-Fascismo si basa su un “populismo qualitativo”. In una democrazia i cittadini godono di diritti individuali, ma l’insieme dei cittadini è dotato di un impatto politico solo dal punto di vista quantitativo (si seguono le decisioni della maggioranza). Per l’Ur-Fascismo gli individui in quanto individui non hanno diritti, e il “popolo” è concepito come una qualità, un’entità monolitica che esprime la “volontà comune”. Dal momento che nessuna quantità di esseri umani può possedere una volontà comune, il leader pretende di essere il loro interprete. Avendo perduto il loro potere di delega, i cittadini non agiscono, sono solo chiamati pars pro toto, a giocare il ruolo del popolo. Il popolo è così solo una finzione teatrale. Per avere un buon esempio di populismo qualitativo, non abbiamo più bisogno di Piazza Venezia o dello stadio di Norimberga. Nel nostro futuro si profila un populismo qualitativo TV o Internet, in cui la risposta emotiva di un gruppo selezionato di cittadini può venire presentata e accettata come la “voce del popolo”. A ragione del suo populismo qualitativo, l’Ur-Fascismo deve opporsi ai “putridi” governi parlamentari.

In recent years, there have been some changes of perception and, consequently, of tactics among Muslims. Some of them still see the West in general and its present leader the United States in particular as the ancient and irreconcilable enemy of Islam, the one serious obstacle to the restoration of God’s faith and law at home and their ultimate universal triumph. For these there is no way but war to the death, in fulfillment of what they see as the commandments of their faith. There are others who, while remaining committed Muslims and well aware of the flaws of modern Western society, nevertheless also see its merits—its inquiring spirit, which produced modern science and technology; its concern for freedom, which created modern democratic government. These, while retaining their own beliefs and their own culture, seek to join us in reaching toward a freer and better world. There are some again who, while seeing the West as their ultimate enemy and as the source of all evil, are nevertheless aware of its power, and seek some temporary accommodation in order better to prepare for the final struggle. We would be wise not to confuse the second and the third.

It is of the nature of war to increase the executive at the expense of legislative authority," the Federalist tell us. And modern commanders in chief tend to reflexively invoke the war metaphor when the public demands that they take action to solve the emergency of the month, real or imagined. "War is the health of the state," Randolph Bourne's famous aphorism has it, but Bourne could just as easily written that "war is the health of the presidency." Throughout American history, virtually every major advance in executive power has come during a war or warlike crisis. Convince the public that we are at war, and constitutional barriers to actions fall, as power flows to the commander in chief. Little wonder, then, that confronted with impossible expectations, the modern president tends to recast social and economic problems in military terms: war on crime, war on drugs, war on poverty. Martial rhetoric often ushers in domestic militarism, as presidents push to employ standing armies at home, to fight drug trafficking, terrorism, or natural disasters. And when the president raises the battle cry, he can usually count on substantial numbers of American opinion leaders to cheer him on.

But it makes no sense," she said, "Why would this one death in Paris spark riots throughout the Reich?" "That's what I'm saying, Truus. It isn't the cause of the riots. It's the excuse. When Goebbels said they wouldn't hamper demonstrations, he was inviting this violence. It's what the Nazis do so well. They create a crisis--like they did with the Reichstag fire in '33--which they then use to increase their military control. They want every German to see the havoc they can wreak at the snap of a finger. They want every German to know the violence they can bring to bear on any single person for the slightest perceived offense, What better way to silence citizens opposing the regime than with the prospect that their resistance will jeopardize their families and their lives?" "It isn't just the Nazis now, though. They're saying crowds of ordinary Germans have been flocking into the streets to gape at the wreckage and to cheer. 'Like holiday makers at a fairground,' Joop. Where are the decent German people? Why aren't they standing against this? Where are the leaders of the world?" Joop said, "You put more faith in politicians than they warrant. They cower at the slightest threat to their power, although of course no one but Hitler has any real power in Germany now.

Meanwhile, Captain Crozier took to his Private Cabin yesterday and is terribly sick. I can hear his stifled moans since the late Peddie’s compartment borders the captain’s here on the starboard stern side of the ship. I think Captain Crozier is biting down on something hard—perhaps a Strip of Leather—to keep those moans from being heard. But I have always been Blessed (or Cursed) with good hearing. The Captain turned over the handling of the Ship’s and Expedition’s affairs to Lieutenant Little yesterday—thus quietly but Firmly giving Command to Little rather than to Captain Fitzjames—and explained to me that he, Captain Crozier, was battling a recurrence of Malaria. This is a lie. It is not just the symptoms of Malaria which I hear Captain Crozier suffering—and almost certainly will continue to hear through the walls until I head back to Erebus on Friday morning. Because of my uncle’s and my father’s weaknesses, I know the Demons the Captain is battling tonight. Captain Crozier is a man addicted to Hard Spirits, and either those Spirits on board have been used up or he has decided to go off them of his own Volition during this Crisis. Either way, he is suffering the Torments of Hell and shall continue to do so for many days more. His sanity may not survive. In the meantime, this ship and this Expedition are without their True Leader. His stifled moans, in a ship descending into Sickness and Despair, are Pitiable to the extreme.

[T]hat afternoon, Sergei Lavrov called me for the second time during the crisis. [...] “We have three demands,” he said. “What are they?” I asked. “The first two are that the Georgians sign the no-use-of-force pledge and that their troops return to barracks,” he told me. “Done,” I answered. [...] But then Sergei said, “The other demand is just between us. Misha Saakashvili has to go.” I couldn’t believe my ears and I reacted out of instinct, not analysis. “Sergei, the secretary of state of the United States does not have a conversation with the Russian foreign minister about overthrowing a democratically elected president,” I said. “The third condition has just become public because I’m going to call everyone I can and tell them that Russia is demanding the overthrow of the Georgian president.” “I said it was between us,” he repeated. “No, it’s not between us. Everyone is going to know.” The conversation ended. I called Steve Hadley to tell him about the Russian demand. Then I called the British, the French, and several others. That afternoon the UN Security Council was meeting. I asked our representative to inform the Council as well. Lavrov was furious, saying that he’d never had a colleague divulge the contents of a diplomatic conversation. I felt I had no choice. If the Georgians wanted to punish Saakashvili for the war, they would have a chance to do it through their own constitutional processes. But the Russians had no right to insist on his removal. The whole thing had an air of the Soviet period, when Moscow had controlled the fate of leaders throughout Eastern Europe. I was certainly not going to be party to a return to those days [688].

Society, in which we all live, is corrupt, immoral, aggressive, destructive. This society has been going on in primitive or modified form for thousands of years upon thousands of years, but it is the same pattern being repeated. These are all facts, not opinion or judgment. Facing this enormous crisis, one asks not only what one is to do but also who is responsible, who has brought the chaos, the confusion, the utter misery of humanity. Is the economic crisis, the social crisis, the crisis of war, the building of enormous armaments, the appalling waste, outside of us? Inwardly, psychologically, we are also very confused; there is constant conflict, struggle, pain, anxiety. We are together taking a journey into the whole structure that mankind has created, the disorder that human beings have brought about in this world. There is misery, chaos, confusion outwardly in society; and also inwardly, psychologically, in the psyche, the consciousness, there are pain and struggles. What are you going to do about all this? Turn to leaders, better politicians? This one isn’t good, but the next one will be better; and the next one still better. We keep this game going. We have looked to various so-called spiritual leaders, the whole hierarchy of the Christian world. They are as confused, as uncertain, as we are. If you turn to the psychologists or the psychotherapists, they are confused like you and me. And there are all the ideologies: communist ideologies, Marxist ideologies, philosophical ideologies, the ideologies of the Hindus and the ideologies of those people who have brought Hinduism here, and you have your own ideologies. The whole world is fragmented, broken up, as we are broken up, driven by various urges, reactions, each one wanting to be important, each one acting in his own self-interest. This is actually what is going on in the world, wherever you go.

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

The newspapers, according to their political colour, urged punishment, eradication, colonisation or a crusade against the newts, a general strike, resignation of the government, the arrest of newt owners, the arrest of communist leaders and agitators and many other protective measures of this sort. People began frantically to stockpile food when rumours of the shores and ports being closed off began to spread, and the prices of goods of every sort soared; riots caused by rising prices broke out in the industrial cities; the stock exchange was closed for three days. It was simply the more worrying and dangerous than it had been at any time over the previous three or four months. But this was when the minister for agriculture, Monsieur Monti, stepped dexterously in. He gave orders that several hundred loads of apples for the newts should be discharged into the sea twice a week along the French coasts, at government cost, of course. This measure was remarkably successful in pacifying both the newts and the villagers in Normandy and elsewhere. But Monsieur Monti went even further: there had long been deep and serious disturbances in the wine-growing regions, resulting from a lack of turnover, so he ordered that the state should provide each newt with a half litre of white wine per day. At first the newts did not know what to do with this wine because it caused them serious diarrhoea and they poured it into the sea; but with a little time they clearly became used to it, and it was noticed that from then on the newts would show a lot more enthusiasm for sex, although with lower fertility rates than before. In this way, problems to do with the newts and with agriculture were solved in one stroke; fear and tension were assuaged, and, in short, the next time there was another government crisis, caused by the financial scandal around Madame Töppler, the clever and well proven Monsieur Monti became the minister for marine affairs in the new cabinet.