Delta Force Quotes

JEMAINE Lisa? BRET Yes, she's in Delta Force. She's been deployed to Fallujah. JEMAINE But she works in the croissant shop. BRET Yeah, she's got two jobs. She's a pastry chef and a sniper.

No matter what a person does to cover up and conceal themselves, when we write and lose control, I can spot a person from Alabama, Florida, South Carolina a mile away even if they make no exact reference to location. Their words are lush like the land they come from, filled with nine aunties, people named Bubba. There is something extravagant and wild about what they have to say — snakes on the roof of a car, swamps, a delta, sweat, the smell of sea, buzz of an air conditioner, Coca-Cola — something fertile, with a hidden danger or shame, thick like the humidity, unspoken yet ever-present. Often when a southerner reads, the members of the class look at each other, and you can hear them thinking, gee, I can't write like that. The power and force of the land is heard in the piece. These southerners know the names of what shrubs hang over what creek, what dogwood flowers bloom what color, what kind of soil is under their feet. I tease the class, "Pay no mind. It's the southern writing gene. The rest of us have to toil away.

I was sure the old man knew nothing about the beatitudes, ecstasies, dazzling reverberations of sexual encounters. Cut out the poetry was his message. Clinical sex, deprived of all the warmth of love—the orchestration of all the senses, touch, hearing, sight, palate; all the euphoric accompaniments, back-ground music, moods, atmosphere, variations—forced him to resort to literary aphrodisiacs.

Inherited wealth may be easily squandered, but inherited poverty is a legacy almost impossible to loose.

How do perfectly smart people make bad decisions? In an organizational context, it’s almost always the result of a lack of shared reality.

Whether in combat, business, or your personal life, to master any situation, no matter how complex; learn the lesson of Delta Force, of Lewis and Clark, and even John Walker Lindh: When in doubt, develop the situation!

Although the Delta Force culture is one of quiet professionalism that values humility over self-aggrandizement, that same culture also instills an innate sense of responsibility to always strive to make a contribution to the greater good.

It’s my job.” “Then thanks for showing up at work today.

I always love that 'we' part from a staff officer.

What is common sense? It’s knowledge of patterns—both conscious and unconscious.

the human mind works in three elementary phases: saturate, incubate, and illuminate. Time allows us to saturate our mind with context, so we can incubate and spark the eureka moments of illumination that connect the dots, snap together patterns, and discover the options that allow us to find our paths.

The author, then in the final stage as a candidate for Delta Force, was asked by the unit's foreboding colonel what he thought of the evaluation's Stress Week. He responded that he was waiting for it to begin, reasoning that, used to responsibility for others while leading a platoon, he only had himself to worry about. However hard the trial, he got four meals a day, nobody shot at, him, and the weather was pleasant.

I swear to Christ, I’ll reverse haunt your ass if you even think about dying on me. I’ll do séances and get out the Ouija board and call your spirit back to earth and harass you for the rest of eternity if you die. Got it?

If there is one thing that always sticks in my mind about how Delta Force goes about a mission, it is the utterly businesslike attitude of the men. There is none of that Hollywood crap. No posturing, no sloganeering, no high fives, no posing, no bluster, and no bombast. Just a quiet determination to get on with the job.

make a simple plan, inform everyone involved with it, don’t change it, and kick it in the ass.

everyone you meet is fighting an invisible battle you know nothing about, so you should always be kind.

understand the importance of looking at things as they are and not as they were

without the danger there cannot arise the opportunity.

Don’t get treed by a chihuahua!” Before making mission-critical decisions, always ensure that you have context. It’s common sense.

Risk aversion and fear of the unknown are direct symptoms of a lack of context, and are the polar opposites of audacity.

If you fail to prepare, you prepare to fail.

One of the keys to survival in the wilderness is quality preparation. If you fail to prepare, you prepare to fail.

The single best thinking and decision-making tool a leader has is to consistently conduct reality checks by asking a profoundly simple question: “What’s your recommendation?

Instead of focusing on the opportunity at hand, risk-averse leaders get treed by the potential risk, and fall victim to the greatest operational failure of all: the failure to try.

It’s been said that there are no mistakes in life, only lessons. Every mistake is an opportunity to ensure that we never make it again, especially when future consequences can be much more dire.

If you don’t respect fear then there’s no way you can handle it. Fear can be damn dangerous, but if you can come to grips with it, wrestle it, understand it, then you’ve got a chance to work around it.

From the vantage point of my warm, comfortable spot on mother earth, I could see off into infinite space and the eternity of time. In just a few hours, I thought, some of us are going to make that leap into eternity. And I will be one of the instruments of that voyage. I may also be one of the travelers....It's going to happen sooner or later. But if today is my day-I'm going to have a cup of coffee first.

Anyone can recognize a pattern; it’s having the courage of your convictions to act on it that matters. Audacity isn’t taking senseless risks, or being rash; it’s a natural by-product of confidence and knowledge, and I was supremely confident in my people and in how much we knew about what was going on around us.

War has also taught me that each one of us contains every ingredient of the human recipe. By varying measure we are all cowards and brave men, thieves and honest men, selfish and selfless men, malingerers and champions, weasels and lions. The only question is how much of each attribute we allow—or force—to dominate our being.

With all the latest whiz-bang technology and massive databases and communications pipes at their disposal, there was a constant self-generated pressure to put all the technology to good use, to do something. Unfortunately, that something was the unending creation of timelines, policies, and plans—the embalming fluid of organizational nimbleness.

You have to take care of yourself, but you should only do so after you have taken care of the mission, and the men. Never put your own personal well-being, or advancement, ahead of the accomplishment of your mission and taking care of your men. . . .

I can tell you think being a romantic is a bad thing, and while I freely admit to wanting to find a man to spend the rest of my life with, I do know the world isn’t always sunshine and roses. Most of the time it’s overcast skies and poison ivy. That’s why I read the books and watch the movies I do. If the only way I can experience romance is through my imagination and fairy-tale books and the weddings of English Royalty, I’m going to do it.

Think of developing the situation as enlightened procrastination. Instead of indecision, going off half-cocked, or doing nothing, we understand that time is an ally that allows us to actively build context and uncover the options hidden from those who create “traditional plans” based on limited information that’s frozen in the past—before most options and opportunities have availed themselves. Developing the situation treats life like a movie, not a snapshot.

What’s up with Mary and Truck?” Emily asked Fletch once everyone had left. He shrugged. “They like each other, but neither will admit it.” “They’re acting like grade-school kids.” “Yup.” Fletch was smiling. “But it’s amusing as hell. I can’t wait until they both let go of whatever it is that’s holding them back and go for it.

On the drive to Paris, Michelle barely drew breath, speaking to her uncle about her holiday and pointing out landmarks to Delta. Secretly, Delta was relieved. She needed time to acclimatize to the potent force that was Édouard Valois. Sitting beside him in the front of the black Mercedes-Benz, she was all too aware of his presence: his sheer size, his stunning profile, his elegant hands upon the steering wheel deftly controlling the luxury machine, his dynamic and intriguing personality. He was living, breathing masculine perfection.

Being with someone you love means you deal with the shit as well as the roses.

It was easier to think of being shot than of shooting a mate.

Repetition is the single most powerful lever we have to improve skills, because it uses the built-in mechanism for making the wires of our brains faster and more accurate.

Love freely given is the best kind of medicine out there.

Lord love a duck, he was lethal.

In combat, when leaders make decisions without context, the cost is mission failure, and all too often, the price is paid with the blood of their men.

The art of war is the art of out-thinking your enemy with strategies and tactics such as disguises, deception, diversions, and stealth

The power of the guiding principles shared in this book, such as “Always listen to the guy on the ground”; “When in doubt, develop the situation”; and “Don’t get treed by a Chihuahua

Getting treed by a chihuahua is a metaphor for making decisions without context. Context is the reality of the situation around us. Without context, our minds have a tendency to take shortcuts and recognize patterns that aren’t really there; we connect the dots without collecting the dots first. Overreacting, underreacting, and failing to do anything at all are all symptoms of “getting treed.

Tacit knowledge is contextualized knowledge of people, places, ideas, and experiences. It involves knowing how to obtain desired endstates, knowing what to do to obtain them, and knowing when and where to act on them. It’s knowledge in practice that’s developed from direct experience and action, and usually is shared only through highly interactive conversation, storytelling, and shared experience.

Years earlier, while briefing Colin Powell on the missions we conducted in Colombia, I mentioned to him that we were successful because we were nimble. We didn’t ask anyone to approve our concepts; we moved first, and figured things out as we went along. Listening intently to the story, he smiled and reflected to me that good leaders don’t wait for official blessings to try things out. They use common sense to guide them because they understand a simple fact of life in most organizations: if you ask enough people for permission, you’ll inevitably find someone who believes that they should tell you no.

The Admiral is one smooth talker on the radio. Most important in this business was his willingness to risk everything for his fellow man, an unhealthy but common trait among air force combat controllers.

By refocusing on the mission and the men, and leaving the me out of the equation, I was able to view the overall situation from an altitude that allowed me to understand the key underlying patterns through the unemotional lens of common sense. I vowed I wouldn’t waste another precious second worrying about why the commanding general disliked me, or whether he would relieve me from my command and destroy my career.

You’d be wise to adopt and refine the use of the self-talk technique. It is perhaps the single most valuable tool that you can use to develop the mindset, confidence, and resilience needed to achieve your goals.

In all, seventy-six BGM-109C/D Tomahawk Block III cruise missiles were launched, at an estimated cost of $750,000 apiece, for a total of $57 million. 12 Most of the cruise missiles successfully hit their predesignated

To find the kinds of people with the type of on-the-ground knowledge that can enable us to understand and connect the dots, we have to imagine how to seek out and listen to them. It’s very rarely the self-styled expert or the academician, though both can make positive contributions to our knowledge base. Rather, it’s the person who has walked the specific ground, lived the specific lifestyle, and possesses a specific psychosocial mind-set whom we need.

thanks in part to the security force Kincaid paid to watch over the Delta Queen and surrounding parking lots. After all, it just wouldn’t do for someone to get mugged before he could board the riverboat and lose his money in the casino.

Sir, do not land those helicopters [there],” Jimmy pleaded while pointing at the valley floor. “The current plan is not going to work out for you.” The chief of staff replied apologetically, “I know, Jim, but it’s too late to do anything about it.

the key to success on all battlefields—past, present, and future—has very little to do with electronic whiz-bang gadgets and top-secret technologies; instead, it’s all about how you think, how you make decisions, and how you execute those decisions

The covering up of Till’s murder was not something that was perpetrated by a few bad apples. It couldn’t have been. The erasure was a collective effort, one that continues to this day. This isn’t comfortable history to face. The more I looked at the story of the barn and came to understand the forces that moved everyone involved into the Mississippi Delta in 1955, the more I understood that the tragedy of humankind isn’t that sometimes a few depraved individuals do what the rest of us could never do. It’s that the rest of us hide those hateful things from view, never learning the lesson that hate grows stronger and more resistant when it’s pushed underground. There lies the true horror of Emmett Till’s murder and the undeserved gift of his martyrdom. Empathy only lives at the intersection of facts and imagination, and once you know his story, you can’t unknow it. Once you connect all the dots, there’s almost nowhere they don’t lead. Which is why so many have fought literally and figuratively for so long to keep the reality from view.

The acid test for guy-on-the-ground relevance is whether the individual possesses tacit knowledge, which is developed from direct experience and action in the actual environment. When it comes to tacit knowledge, it is generally true that the closer the person is to the environment, the more likely he or she is to possess tacit knowledge. However, when it comes to tacit knowledge, the word close does not solely connote distance. Close is a holistic concept that entails interaction, understanding, knowledge, and experience.

General Hagenbeck then did something that should provide a salutary lesson for all future leaders in every profession: he changed his mind! He did this based on the reality-correcting context of the guy on the ground. Despite having stated his previous decision over a satellite radio heard by his superiors and subordinates all across the globe, General Hagenbeck pushed aside his ego and did the right thing. It would turn out to be the right decision for the mission, the right decision for his men, and the right decision for General Hagenbeck.

The question that high-ranking leaders always seemed to inject in any risk-averse-oriented discussion was, “Is it worth getting a man killed for?” Forty thousand people die on our highways each year, but when you get into your car each morning, do you ask yourself if driving to work is worth getting killed for?

The enemy segregated itself into three tiers, with Al Qaeda (foreign Arabs) on top, Uzbeks and Chechens in the middle, and Afghan Taliban on the bottom. A caste system of sorts, where the Arab fighters actually forbade the Taliban from speaking directly to them.6 A rigid hierarchy, no communication, no shared reality, we’re in business, I thought.

Many operations involved intercepting and seizing someone traveling in a moving vehicle, often with bodyguards. The task force would surreptitiously attach a tracking beacon to the target’s car. Delta was already experimenting with technologies that used an electromagnetic pulse to shut a car’s battery down remotely. The unit also used a catapult net system that would ensnare car and driver alike. Once the car had been immobilized, operators would smash the window with a sledgehammer, pull their target through the window, and make off with him, shooting any bodyguards who posed a threat, while an outer security perimeter kept anyone who might interfere at bay. The operators had a name for these snatches: habeas grab-ass.

1. Innovation: discovering innovative options instead of being forced to default to the status quo. 2. Adaptation: freedom of choice and flexibility to adapt to uncertainties instead of avoiding them because they weren’t part of the plan. 3. Audacity: having the audacity to seize opportunities, instead of neglecting them due to risk aversion and fear of the unknown.

Risk aversion is a direct by-product of not understanding what’s going on around you, and by proxy, another version of “getting treed by a chihuahua.” Back then it didn’t seem to matter how important the mission was to national security; if there was any risk that a man might be killed or captured during an operation, the operation was deemed not politically worth the risk.

At the core of the new command was Delta (full name: 1st Special Forces Operational Detachment-Delta), which the Army had formed under Beckwith’s leadership in 1977 in response to the rising number of international terrorist incidents. Unlike Israel, West Germany, and the United Kingdom, the United States had no specialized force to handle such episodes until Delta’s creation.

Romance isn’t about the outer trappings society has pushed down our throats from the time we were little. It’s showing in all the little ways that you care about the person you’re with. That you’ll protect her if the shit hits the fan, that you’ll provide for her, that you’ll let her choose what she wants to do and where she wants to eat, even if it’s not what you would pick for yourself.

As both men walked out the door, they simultaneously checked the chambers of their M-4 rifles. This was a reflexive habit that served the dual purpose of confirming a round was ready to fire if needed, and to cue each man’s psychological transition from the semi-relaxed, inside the compound mind-set, to the fully alert, all-senses-scanning mind-set required any time any of us headed out into the frontier.

How did you end up in all this? Working for Rubicon, I mean?’ She shot him a look, and he wondered if he had touched on a sore point. Lucy guided the Land Rover past a sluggish tanker truck and set her gaze on the view through the grimy windshield. ‘It’s no big deal,’ she said, at length. ‘I was Army green for a good while. No job for a lady, so my mom used to say. But I got a good eye, and I like guns. Delta was recruiting for Foxtrot Troop, so I opted in. Stayed for a tour.’ ‘I thought that was a myth,’ said Marc. ‘About Delta Force having an all-female squad . . .’ ‘Sure it is,’ Lucy replied evenly. ‘Just like it’s not true that British Intelligence has its own covert strike teams.’ ‘Fair point,’ he allowed. ‘Uncle Sam may be old-fashioned, but he ain’t stupid. Sometimes girls can get where boys can’t

The ultimate goal of this book is to share what I consider to be life-saving and life-changing lessons that I was fortunate enough to learn as a key participant in many of recent history’s most impactful events. The single most important lesson I learned, and the plain but powerful foundation that supports the entire book, is that the most effective weapon on any battlefield—whether it be combat, business, or life—is our mind’s ability to recognize life’s underlying patterns. Patterns of thinking, patterns of nature, and patterns of history are just a few of the infinite examples of life’s underlying patterns that inform the behavior of the complex world that swirls around us. Patterns reveal how the real world works. When recognized, they allow us to understand, adapt, and master the future as it unfolds in front of us.

By refocusing my mind on my mission, my responsibility to my men’s welfare, and then putting any thoughts of me completely out of the equation, I was able to recognize and adapt to a hauntingly familiar pattern of modern-day battlefield behavior while it unfolded in front of me (a leader misled by technology and misguided by hubris trying to make life-or-death decisions without the context of the guys on the ground). One

What did I receive from this lineage? Things I consider to be very valuable: a good raw intellect and a good tough body. A sense of independence and a realization that wherever I am is my home. A sense of humor. A sense of personal honor that results in a touchiness common to our people. We are easily offended and prone to violence when offended. When the only thing you own is your sense of honor, you tend to protect it at all costs.

I am a nomad, son of an ancient line of nomads. The larger part of my family line is made up of the Scots-Irish, a people descended from that peculiar mixture of the Celts of the northern British Isles and the invading Danes and Norsemen. The result was a landless, illiterate, anarchic, and warlike people who were always difficult, if not downright impossible, to govern. They were a race the British Crown rightfully viewed as dangerous rebels,

In the third and fourth centuries B.C. the Red River Delta sustained two kingdoms, Au Lac and Van Lang, whose people the Chinese called simply southern, or Yuéh (Viêt in Vietnamese). During the ten centuries of Chinese suzerainty the Viêt peoples settled slowly into a new ethnic and cultural pattern. Vietnamese history began in Chinese writing, and the Vietnamese nation took shape along the political and cultural lines of force emanating from China.

Then I remembered something I’d read that Teddy Roosevelt had said: “It is not the critic who counts, not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena…who strives…who spends himself…and who at the worst, if he fails, at least he fails while daring, so that his place shall never be with those cold and timid souls who know neither victory nor defeat.

The Small Group’s obsession with actionable intelligence had turned into an intellectual straitjacket. By narrowly defining the target opportunities to a specific point in time and location, they were in turn making the actionable intelligence requirement theoretically impossible to satisfy.15 They failed to realize that they had time. They had plenty of time to build better situational awareness and discover the numerous options and opportunities available to capture UBL prior to 9/11.

Thanks to superior organization, the Egyptian armed forces scored a dual victory, on land and sea, over that second alliance. The fleet of the “Peoples of the North” was entirely destroyed and the invasion route through the Delta was cut. At the same time a third coalition of the same white-skinned Indo-Aryans was being assembled, again in Libya, against the Black Egyptian nation. Yet, this was not a racial conflict in the modern sense. To be sure, the two hostile groups were fully conscious of their ethnic and racial differences, but it was much more a question of the great movement of disinherited peoples of the north toward richer and more advanced countries. Ramses III demolished that third coalition as he had destroyed the first two.... As a result of this third victory over the Indo-Aryans, he took an exceptional number of prisoners. This enabled him to increase appreciably the slave labor force on royal construction sites and in the army. Such was invariably the procedure for acclimating white-skinned persons in Egypt, a process that became especially widespread during the low period. By bearing this in mind, we may avoid attributing a purely imaginary role to people who contributed absolutely nothing to Egyptian civilization.

The question that high-ranking leaders always seemed to inject in any risk-averse-oriented discussion was, “Is it worth getting a man killed for?” Forty thousand people die on our highways each year, but when you get into your car each morning, do you ask yourself if driving to work is worth getting killed for? The main question that high-level leaders should ask is whether the mission is important to our country. If the answer is yes, then we in the Unit had no issues with laying our lives on the line to accomplish it. Could someone end up getting killed? You bet—we’re talking about combat. But we had no intention of ever letting that happen.

You probably don’t remember this, and I’m not bringing it up now to embarrass you, but last night you told me that you’d fantasized about me. Well, the feeling’s mutual. You’ve been driving me crazy since the day you moved in. I have made love to you in my mind more than I’m comfortable admitting. But it’s not just about sex. I want to take you out. I want to tuck Annie into her bed at night and read her a bedtime story. I want to sit across from you at the table and watch you smile at something I’ve said. In case I’m not making myself clear, I want to date you, Miracle Emily Grant. You and your daughter.” “Oh.” Emily blushed a fiery red, but didn’t comment further.

The archetypal example is portrayed in the 1991 movie Silence of the Lambs, where Jodie Foster, who plays a junior FBI agent, seeks out, listens to, and acts on information from a psychotic murderer named Hannibal Lecter. Despite the fact that Hannibal Lecter was serving a life sentence in prison while the murders took place, Jodie Foster’s character understood that Lecter had the same mind-set and many of the same life experiences as the killer she was trying to capture. Silence of the Lambs was just a movie, but if we in the United States had had someone like Hannibal Lecter who had the same mind-set and many of the same life experiences as the terrorists that masterminded 9/11, we surely would have tapped into his knowledge base, wouldn’t we?

On the night of September 13, Bill O’Reilly had an exchange with Sam Husseini, a former spokesperson for the American-Arab Anti-Discrimination Committee, that characterized Fox’s position as it was developing. “Here’s what we’re going to do, and I’ll let you react to it,” O’Reilly said. “We’re going to take out this Osama bin Laden. Now, whether we go in with air power or whether we go in with a Delta force, he’s a dead man walking. He’s through. He should have been through long before this. He’s been wanted for eight years. Now, they’re going to go in and they’re going to get him. If the Taliban government of Afghanistan does not cooperate, then we will damage that government with air power, probably. All right? We will blast them, because …” Husseini told O’Reilly that innocent Afghans would be killed by a protracted air strike. “Doesn’t make any difference,” O’Reilly huffed. “Bill—” “They—it was an act of war.” “No, no. It does make a difference,” Husseini said. “I don’t want more civilians dead. We’ve had civilians dead in New York and now you’re saying maybe it’s okay to have civilians dead in Afghanistan.” “Mr. Husseini, this is war.” “Yeah, exactly. And in war you don’t kill civilians. You don’t kill women and children. Those are your words, Bill.” “Oh, stop it,” O’Reilly said. “You just made the most absurd statement in the world. That means we wouldn’t have bombed the Nazis or the Japanese. We wouldn’t have done any of that, because you don’t want somebody who has declared war on us to be punished. Come on.” “Who declared war on us?” “The terrorist states have declared war, Mr. Husseini!” “Get them. Get the terrorists,” Husseini said. “Cut his mic,” O’Reilly responded, waving his finger across the screen, the lower third of which was covered with Stars and Stripes graphics and a caption that read: “AMERICA UNITES.

Both sides recognized that Ali Mohamed had one-of-a-kind skills and experiences to support each side’s uniquely self-serving interests. Both sides had independently come to the same conclusion: Ali Mohamed was not the type of individual they could trust to become a card-carrying member of their respective organizations. The tipping point was how the two sides reacted. Al Qaeda leaders were able to overlook Ali Mohamed’s lack of Muslim fanaticism and his erratic connections to the U.S. government because they couldn’t imagine how they could achieve their ultimate terror objectives without the mission-essential knowledge and skills that only he possessed. Ali Mohamed’s U.S. government handlers, on the other hand, just plain could not imagine. The result of the tipping point was 9/11. Ali Mohamed wasn’t directly responsible for the execution of 9/11, but it’s easy to imagine how he could have been directly responsible for preventing it.

Matt Espenshade confirmed that in spite of the deaths of so many of the kidnappers, many more are still at large, including their leaders. Those men might hope to be forgotten; they are not. The FBI has continued its investigative interest in those involved with the kidnapping. The leaders, especially, are of prime interest to the Bureau. And now the considerable unseen assets in that region are steadily feeding back information on these targeted individuals to learn their operational methods and their locations and hunt them down. The surviving kidnappers and their colleagues are welcome to sneer at the danger. It may help them pass the time, just as it did for Bin Laden’s henchmen to chuckle at the idea of payback. If the men nobody sees coming are dispatched to capture or kill them, the surviving kidnappers will find themselves dealing with a force of air, sea, and land fighters s obsessed with the work they do that they have trained themselves into the physical and mental toughness of world-class athletes. They will carry the latest in weapons, armor, visual systems, and communication devises. Whether they are Navy SEAL fighters, DEVGRU warriors, Army Delta Force soldiers, Green Berets, or any of the elite soldiers under United States Special Operations Command (SOCOM), they will share the elite warriors’ determination to achieve success in their mission assignment. The news that they are coming for you is the worst you could receive. But nobody gets advance warning from these men. They consider themselves born for this. They have fought like panthers to be part of their team. For most of them, there is a strong sense of pride in succeeding at missions nobody else can get done; in lethal challenges. They actually prefer levels of difficulty so high it seems only a sucker would seek them, the sorts of situations seen more and more often these days. Impossible odds.

Guys like him…they aren’t the flowers-and-candy type. He probably won’t take you out to a romantic dinner. I don’t see him renting a plane and having it fly a banner declaring his love for you.” Rayne giggled and nodded in agreement. “But if you pay attention, you’ll see the signs that he cares. A hand against your back. Asking if you need anything. He’ll make sure you eat before him. He’ll walk on the outside of the sidewalk, making sure you’re away from traffic. The signs will be there, but they won’t ever be the big romantic gestures most women crave.” “He wraps my wrists and ankles every morning. He took my nasty snot-filled tissues yesterday without making a big deal out of it. He let me have as much cream cheese on my bagel this morning as I wanted, even though it meant I used most of it and he only had a little bit.” Penelope nodded. “Exactly. They’ll swear until they’re dead as a doornail that they aren’t romantic, when in reality, what we see in the movies and on TV as ‘romance’ is just smoke and mirrors. I don’t know about you, but I’d much rather have their brand of romance than Hollywood’s.

But Rhys interlocked his fingers in the space between his knees before he said, “Five hundred years ago, in the years leading up to the War, there was a Fae kingdom in the southern part of the continent. It was a realm of sand surrounding a lush river delta. The Black Land. There was no crueler place to be born a human—for no humans were born free. They were all of them slaves, forced to build great temples and palaces for the High Fae who ruled. There was no escape; no chance of having their freedom purchased. And the queen of the Black Land … ” Memory stirred in his face. “She made Amarantha seem as sweet as Elain,” Mor explained with soft venom. “Miryam,” Rhys continued, “was a half-Fae female born of a human mother. And as her mother was a slave, as the conception was … against her mother’s will, so, too, was Miryam born in shackles, and deemed human—denied any rights to her Fae heritage.” “Tell the full story another time,” Amren cut in. “The gist of it, girl,” she said to me, “is that Miryam was given as a wedding gift by the queen to her betrothed, a foreign Fae prince named Drakon. He was horrified, and let Miryam escape. Fearing the queen’s wrath, she fled through the desert, across the sea, into more desert … and was found by Jurian. She fell in with his rebel armies, became his lover, and was a healer amongst the warriors. Until a devastating battle found her tending to Jurian’s new Fae allies—including Prince Drakon. Turns out, Miryam had opened his eyes to the monster he planned to wed. He’d broken the engagement, allied his armies with the humans, and had been looking for the beautiful slave-girl for three years. Jurian had no idea that his new ally coveted his lover. He was too focused on winning the War, on destroying Amarantha in the North. As his obsession took over, he was blind to witnessing Miryam and Drakon falling in love behind his back.

Hochschild wonders about the false self we create when we turn our happiness on and off like a light, when we use emotion as a commodity in the workplace. As women, we were taught to use our emotions at home, too, as a service to our families. ... The manufacture of happiness actually leads to emotional burnout. There's an ironic correlation between forced cheerfulness and depression. ... Delta Airlines, which institutionalized positive emotional management in the 1970s, now spends nine million dollars a year paying for antidepressants for its employees and their dependents. (Fuck Happiness, 64).

Colonial Policy and Practice: A Comparative Study of Burma and Netherlands India by J. S. Furnivall Quoting page 85-87: Lower Burma when first occupied … was a vast deltaic plain of swamp and jungle, with a secure rainfall; when the opening of the canal created a market for rice, this wide expanse of land was rapidly reclaimed by small cultivators … Formerly, the villager in Lower Burma, like peasants in general, cultivated primarily for home consumption, and it has always been the express policy of the Government to encourage peasant proprietorship. Land in the delta was abundant … The opening of the canal provided a certain and profitable market for as much rice as people could grow. … men from Upper Burma crowded down to join in the scramble for land. In two or three years a labourer could save out of his wages enough money to buy cattle and make a start on a modest scale as a landowner. … The land had to be cleared rapidly and hired labour was needed to fell the heavy jungle. In these circumstances newly reclaimed land did not pay the cost of cultivation, and there was a general demand for capital. Burmans, however, lacked the necessary funds, and had no access to capital. They did not know English or English banking methods, and English bankers knew nothing of Burmans or cultivation. … in the ports there were Indian moneylenders of the chettyar caste, amply provided with capital and long accustomed to dealing with European banks in India. About 1880 they began to send out agents into the villages, and supplied the people with all the necessary capital, usually at reasonable rates and, with some qualifications, on sound business principles. … now the chettyars readily supplied the cultivators with all the money that they needed, and with more than all they needed. On business principles the money lender preferred large transactions, and would advance not merely what the cultivator might require but as much as the security would stand. Naturally, the cultivator took all that he could get, and spent the surplus on imported goods. The working of economic forces pressed money on the cultivator; to his own discomfiture, but to the profit of the moneylenders, of European exporters who could ensure supplies by giving out advances, of European importers whose cotton goods and other wares the cultivator could purchase with the surplus of his borrowings, and of the banks which financed the whole economic structure. But at the first reverse, with any failure of the crop, the death of cattle, the illness of the cultivator, or a fall of prices, due either to fluctuations in world prices or to manipulation of the market by the merchants, the cultivator was sold up, and the land passed to the moneylender, who found some other thrifty labourer to take it, leaving part of the purchase price on mortgage, and with two or three years the process was repeated. … As time went on, the purchasers came more and more to be men who looked to making a livelihood from rent, or who wished to make certain of supplies of paddy for their business. … Others also, merchants and shopkeepers, bought land, because they had no other investment for their profits. These trading classes were mainly townsfolk, and for the most part Indians or Chinese. Thus, there was a steady growth of absentee ownership, with the land passing into the hands of foreigners. Usually, however, as soon as one cultivator went bankrupt, his land was taken over by another cultivator, who in turn lost with two or three years his land and cattle and all that he had saved. [By the 1930s] it appeared that practically half the land in Lower Burma was owned by absentees, and in the chief rice-producing districts from two-thirds to nearly three-quarters. … The policy of conserving a peasant proprietary was of no avail against the hard reality of economic forces…

Put the bitch aside and fight for your man, Mary. He needs you.

We fight hard, we play hard, and we love hard. That’s just the way it is.

There were four basic types: Beta, Alpha, Theta, and Delta, each one operating at a different frequency. Beta were the most active—the waking mind, the thinking mind. It ranged in speed from ten to thirty hertz. Alpha waves were the meditation ones, the relaxed state of being. They produced a general feeling of reduced anxiety and well-being. These were slower,

The really important ones, at least to him now, were the Delta waves—produced during deep, deep sleep, or comas, when the body repaired itself. Deltas were slow—between two and six hertz.

On September 11, 2001, there were no more than a few hundred al Qaeda members hiding out in Afghanistan. Three months later, when the Central Intelligence Agency (CIA) paramilitaries, U.S. Army Delta Force and U.S. Air Force finished bombing them, and Osama bin Laden had escaped to Pakistan, there were not enough of the terrorists left alive to fill a 757. Now, 20 years after that brief, one-sided victory, there are tens of thousands of bin Ladenite jihadists thriving in lands from Nigeria to the Philippines. Recently, and for almost three years, some even claimed their own divinely ordained caliphate, or Islamic State, temporarily erasing the border between Iraq and Syria. Local chapters of their group keep popping up all over the region. The State Department consistently reports a vast increase in the number of global terrorism incidents compared to the pre-September 11th era. Al Qaeda, the Islamic State in Iraq and Syria (ISIS) and their “lone wolf” copycats have carried out multiple, deadly attacks in more than a dozen major Western cities in the past decade, including Brussels, Paris, Berlin, London, San Bernardino, Orlando, New York City, Pensacola and Corpus Christi. Something must be wrong. The problem is that our government is ignoring and misrepresenting the real causes of the terrorists’ war against the United States.

...during my year of public humiliation, I reflected on the unfairness of it all. But then I thought about Bill Garrison, who has a homespun saying on fairness that reflects his Texas outlook on life: “If you think the world will treat you fairly because you’re a nice person, then you probably think a bull won’t charge you because you are a vegetarian.