Emergency Personnel Quotes

He pointed to the burning building as sirens heralded the approach of emergency personnel. “This is your job—this is your life. Blood and death and pain and vengeance and justice. And sometimes it sucks, but it’s worth it.” Caleb sighed, but not in resignation. “I know this is the job, and it is worth it. But I refuse to believe it’s my life. Not only and not forever.” Samuel pinched the bridge of his nose and waved dismissively with his other hand. “F***ing romantic.

As the emergency personnel and squad cars descended on Pier Three that bitter afternoon, the same questions bounced from radio to radio. “What is Superman doing here?” “Why had the Man of Steel taken time to recover the body of a fifty-year-old Costa Rican Newspaper Man who never had been or done anything important?” Because not a single one of us is background noise. Because when one of us disappears… Someone should notice. Every person is a star. A Life. A Heart. A Voice. And when a voice is silenced by darkness another must rise to see that justice is done. Valentin Reyes, survived by his daughter, Maribella, was buried last Saturday at a small service, attended by three.

There is no need to create the capitalist preconditions of communism any more. Capitalism is everywhere, yet much less visible than one hundred or fifty years ago when class distinctions ostensibly showed up. The manual worker identified the factory owner at one glance, knew or thought he knew his enemy, and felt he'd be better off the day he and his mates got rid of the boss. Today classes still exist, but manifested through infinite degrees in consumption, and no-one expects a better world from public ownership of industry. The "enemy" is an impalpable social relationship, abstract yet real, all-pervading yet no monster beyond our reach: because the proletarians are the ones that produce and reproduce the world, they can disrupt and revolutionise it. The aim of a future revolution will be immediate communisation, not fully completed before a generation or more, but to be started from the beginning. Capital has invaded life, and determines how we eat, sleep, love, visit, or bury friends, to such an extent that our objective can only be the social fabric, invisible, all- encompassing. Although capital is quite good at hiring personnel to defend it, social inertia is a greater conservative force than media or police.

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

Although some scientists questioned the validity of these studies, others went along willingly. People from a wide range of disciplines were recruited, including psychics, physicists, and computer scientists, to investigate a variety of unorthodox projects: experimenting with mind-altering drugs such as LSD, asking psychics to locate the position of Soviet submarines patrolling the deep oceans, etc. In one sad incident, a U.S. Army scientist was secretly given LSD. According to some reports, he became so violently disoriented that he committed suicide by jumping out a window. Most of these experiments were justified on the grounds that the Soviets were already ahead of us in terms of mind control. The U.S. Senate was briefed in another secret report that the Soviets were experimenting with beaming microwave radiation directly into the brains of test subjects. Rather than denouncing the act, the United States saw “great potential for development into a system for disorienting or disrupting the behavior pattern of military or diplomatic personnel.” The U.S. Army even claimed that it might be able to beam entire words and speeches into the minds of the enemy: “One decoy and deception concept … is to remotely create noise in the heads of personnel by exposing them to low power, pulsed microwaves.… By proper choice of pulse characteristics, intelligible speech may be created.… Thus, it may be possible to ‘talk’ to selected adversaries in a fashion that would be most disturbing to them,” the report said. Unfortunately, none of these experiments was peer-reviewed, so millions of taxpayer dollars were spent on projects like this one, which most likely violated the laws of physics, since the human brain cannot receive microwave radiation and, more important, does not have the ability to decode microwave messages. Dr. Steve Rose, a biologist at the Open University, has called this far-fetched scheme a “neuro-scientific impossibility.” But for all the millions of dollars spent on these “black projects,” apparently not a single piece of reliable science emerged. The use of mind-altering drugs did, in fact, create disorientation and even panic among the subjects who were tested, but the Pentagon failed to accomplish the key goal: control of the conscious mind of another person. Also, according to psychologist Robert Jay Lifton, brainwashing by the communists had little long-term effect. Most of the American troops who denounced the United States during the Korean War reverted back to their normal personalities soon after being released. In addition, studies done on people who have been brainwashed by certain cults also show that they revert back to their normal personality after leaving the cult. So it seems that, in the long run, one’s basic personality is not affected by brainwashing.

As she explained to her students, patients often awoke from very bad illnesses or cardiac arrests, talking about how they had been floating over their bodies. “Mm-hmmm,” Norma would reply, sometimes thinking, Yeah, yeah, I know, you were on the ceiling. Such stories were recounted so frequently that they hardly jolted medical personnel. Norma at the time had mostly chalked it up to some kind of drug reaction or brain malfunction, something like that. “No, really,” said a woman who’d recently come out of a coma. “I can prove it.” The woman had been in a car accident and been pronounced dead on arrival when she was brought into the emergency room. Medical students and interns had begun working on her and managed to get her heartbeat going, but then she had coded again. They’d kept on trying, jump-starting her heart again, this time stabilizing it. She’d remained in a coma for months, unresponsive. Then one day she awoke, talking about the brilliant light and how she remembered floating over her body. Norma thought she could have been dreaming about all kinds of things in those months when she was unconscious. But the woman told them she had obsessive-compulsive disorder and had a habit of memorizing numbers. While she was floating above her body, she had read the serial number on top of the respirator machine. And she remembered it. Norma looked at the machine. It was big and clunky, and this one stood about seven feet high. There was no way to see on top of the machine without a stepladder. “Okay, what’s the number?” Another nurse took out a piece of paper to jot it down. The woman rattled off twelve digits. A few days later, the nurses called maintenance to take the ventilator machine out of the room. The woman had recovered so well, she no longer needed it. When the worker arrived, the nurses asked if he wouldn’t mind climbing to the top to see if there was a serial number up there. He gave them a puzzled look and grabbed his ladder. When he made it up there, he told them that indeed there was a serial number. The nurses looked at each other. Could he read it to them? Norma watched him brush off a layer of dust to get a better look. He read the number. It was twelve digits long: the exact number that the woman had recited. The professor would later come to find out that her patient’s story was not unique. One of Norma’s colleagues at the University of Virginia Medical Center at the time, Dr. Raymond Moody, had published a book in 1975 called Life After Life, for which he had conducted the first large-scale study of people who had been declared clinically dead and been revived, interviewing 150 people from across the country. Some had been gone for as long as twenty minutes with no brain waves or pulse. In her lectures, Norma sometimes shared pieces of his research with her own students. Since Moody had begun looking into the near-death experiences, researchers from around the world had collected data on thousands and thousands of people who had gone through them—children, the blind, and people of all belief systems and cultures—publishing the findings in medical and research journals and books. Still, no one has been able to definitively account for the common experience all of Moody’s interviewees described. The inevitable question always followed: Is there life after death? Everyone had to answer that question based on his or her own beliefs, the professor said. For some of her students, that absence of scientific evidence of an afterlife did little to change their feelings about their faith. For others,

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

Asked how decades of studying disaster had influenced her political beliefs, Tierney responded, “It has made me far more interested in people’s own capacity for self-organizing and for improvising. You come to realize that people often do best when they’re not following a script or a score but when they’re improvising and coming up with new riffs, and I see this tremendous creativity in disaster responses both on the part of community residents and on the part of good emergency personnel—seeing them become more flexible, seeing them break rules, seeing them use their ingenuity in the moment to help restore the community and to protect life, human life, and care for victims. It is when people deviate from the script that exciting things happen.

As the various barbarian tribes took over different parts of the Empire, they attempted with varying degrees of success to main tain Roman administration, though with their own personnel overseeing it. As they converted to Christianity, they frequently put bishops into their governments as well. Unfortunately, Germanic and Roman principles for governing were radically different, and as a result it took centuries before a stable system would emerge, one drawn from blending the Roman and Germanic cultures with Christianity. That system, known as feudalism, was based on personal bonds (an element of German culture) regulated by oaths (again, German) and a legal contract (an element of Roman culture). The basic idea was that the proper structure for a society was based on lordship, in which one person was owed allegiance and service from others. This applied not only in the political realm but in the economic as well (where it is called “manorialism”). As in any society, politics and economics were tied together by fundamental ideas about the “natural” way people should relate to each other.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

In the harbor beyond Kimmel’s window, a flotilla of motor launches and small boats spread out across the water like frenzied water spiders. They carried the wounded first to the hospital ship Solace and then, after its hastily enlarged trauma space overflowed, to the main medical facilities on Hospital Point and a triage area set up on 1010 Dock adjacent to the Argonne. Some of the wounded were carried aboard the Argonne, where the warrant officers’ mess was converted into an emergency operating room. By midmorning, personnel from the Argonne and other ships had also set up a field hospital at the nearby Officers’ Club. On Hospital Point, Naval Hospital Pearl Harbor was a state-of-the-art facility with about 250 beds, but the carnage quickly taxed it well beyond anything its staff had ever imagined. The first casualties arrived even as the second wave of attackers still pounded the harbor. As more poured in, ambulatory patients on the wards with far less critical conditions were discharged or evacuated to vacant outbuildings and hastily erected tents behind the hospital. Within three hours, the hospital received 546 casualties and 313 dead.

Radio messages report rampant rumors of Khmer Rouge attacks. There is a curfew imposed at dusk. Every corner along the main road is occupied by tanks and armored personnel carriers, soldiers everywhere. The road to Vietnam is crawling with military, and everyone is nervous. But rather than being afraid to go outside, I find it thrilling. I’ve stepped into a TV show and any misadventure can be undone with a flick of the remote.

Getting their priorities right. "The telephone company is urging people to please not use the telephone unless it is absolutely necessary in order to keep the lines open for emergency personnel. We'll be right back after this break to give away a pair of Phil Collins concert tickets to caller #95." -- A Los Angeles radio DJ, shortly after the February 1990 earthquake.

When you’re in need of a rescue the approaching thump-thump-thump of rapidly rotating blades is a joyous sound. To give the helicopter rescue the greatest chance of success, a suitable landing zone will have to be found. The ideal landing zone should not require a completely vertical landing or takeoff, both of which reduce the pilot’s control. The ground should slope away on all sides, allowing the helicopter to immediately drop into forward flight when it’s time to take off. Landings and liftoffs work best when the aircraft is pointed into the wind because that gives the machine the greatest lift. The area should be as large as possible, at least 60 feet across for most small rescue helicopters, and as clear as possible for obstructions such as trees and boulders. Clear away debris (pine needles, dust, leaves) that can be blown up by the wash of air, with the possibility of producing mechanical failure. Light snow can be especially dangerous if it fluffs up dramatically to blind the pilot. Wet snow sticks to the ground and adds dangerous weight. If you have the opportunity, pack snow flat well before the helicopter arrives—the night before would be ideal—to harden the surface of the landing zone. Tall grass can be a hazard because it disturbs the helicopter’s cushion of supporting air and hides obstacles such as rocks and tree stumps. To prepare a landing zone, clear out the area as much as possible, including removing your equipment and all the people except the one who is going to be signaling the pilot. Mark the landing zone with weighted bright clothing or gear during the day or with bright lights at night. In case of a night rescue, turn off the bright lights before the helicopter starts to land—they can blind the pilot. Use instead a low-intensity light to mark the perimeter of the landing area, such as chemical light sticks, or at least turn the light away from the helicopter’s direction. Indicate the wind’s direction by building a very small smoky fire, hanging brightly colored streamers, throwing up handfuls of light debris, or signaling with your arms pointed in the direction of the wind. The greatest danger to you occurs while you’re moving toward or away from the helicopter on the ground. Never approach the rear and never walk around the rear of a helicopter. The pilot can’t see you, and the rapidly spinning tail rotor is virtually invisible and soundless. In a sudden shift of the aircraft, you can be sliced to death. Don’t approach by walking downhill toward the helicopter, where the large overhead blade is closest to the ground. It is safest to come toward the helicopter from directly in front, where the pilot has a clear field of view, and only after the pilot or another of the aircraft’s personnel has signaled you to approach. Remove your hat or anything that can be sucked up into the rotors. Stay low because blades can sink closer to the ground as their speed diminishes. Make sure nothing is sticking up above your pack, such as an ice ax or ski pole. In most cases someone from the helicopter will come out to remind you of the important safety measures. One-skid landings or hovering while a rescue is attempted are solely at the discretion of the pilot. They are a high risk at best, and finding a landing zone and preparing it should always be given priority.

When the emergency brappers went of they did what any dedicated, well-trained and quick-minded Service personnel would do; they paniced. From the short story What Makes Us Human.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Although Disney World established the state’s first 911 emergency telephone system, all calls went to company switchboard operators, who decided whether to call the sheriff or to handle the emergency internally, by notifying only company security or emergency personnel.

While, perhaps somewhat surprising, experience shows that up to 90 percent of successful performance is attributed to psychological skills. Rarely is that number reported to be less than 40 percent. This comes from talking with military personnel, police officers, including SWAT Tactical Team members, and other emergency responders who engage in life and death situations.

Bill Gates, like other legendary figures in the information technology industry (such as Paul Allen, Steve Ballmer, Steve Jobs, Larry Page, Sergey Brin, and Jeff Bezos), had immense talent and ambition. But he ultimately responded to incentives. The schooling system in the United States enabled Gates and others like him to acquire a unique set of skills to complement their talents. The economic institutions in the United States enabled these men to start companies with ease, without facing insurmountable barriers. Those institutions also made the financing of their projects feasible. The U.S. labor markets enabled them to hire qualified personnel, and the relatively competitive market environment enabled them to expand their companies and market their products. These entrepreneurs were confident from the beginning that their dream projects could be implemented: they trusted the institutions and the rule of law that these generated and they did not worry about the security of their property rights. Finally, the political institutions ensured stability and continuity. For one thing, they made sure that there was no risk of a dictator taking power and changing the rules of the game, expropriating their wealth, imprisoning them, or threatening their lives and livelihoods. They also made sure that no particular interest in society could warp the government in an economically disastrous direction, because political power was both limited and distributed sufficiently broadly that a set of economic institutions that created the incentives for prosperity could emerge. This

While Cutler was tinkering with his castor oil, his roommate began feeling ill. Fearing it might be ricin poisoning, the roommate went to the emergency room. It was just flu, but at the mention of ricin, medical personnel called in a potential terrorist situation and a Phoenix SWAT team descended upon the apartment. Cutler served three years for, essentially, possession of a laxative with criminal intent.

People can easily become unsettled as their traditional way of doing business begins to erode and a new model emerges. It’s a lot to manage, from a personnel perspective, and the need to be present for your people—which is a vital leadership quality under any circumstances—is heightened even more. It’s easy for leaders to send a signal that their schedules are too full, their time too valuable, to be dealing with individual problems and concerns. But being present for your people—and making sure they know that you’re available to them—is so important for the morale and effectiveness of a company. With a company the size of Disney, this can mean traveling around the world and holding regular town hall–style meetings with our various business units, communicating my thinking and responding to concerns, but it also means responding in a timely way and being thoughtful about any issues brought to me by my direct reports—returning phone calls and replying to emails, making the time to talk through specific problems, being sensitive to the pressures people are feeling. All of this became an even more significant part of the job as we embarked on this new, uncertain path.

Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention, so they can review the business in a more holistic, long-term manner. Topics for reflection and discussion at a productive Quarterly Off-Site Review might include the following: Comprehensive Strategy Review: Executives should reassess their strategic direction, not every day as so many do, but three or four times a year. Industries change and new competitive threats emerge that call for different approaches. Reviewing strategies annually or semiannually is usually not often enough to stay current. Team Review: Executives should regularly assess themselves and their behaviors as a team, identifying trends or tendencies that may not be serving the organization. This often requires a change of scenery so that executives can interact with one another on a more personal level and remind themselves of their collective commitments to the team. Personnel Review: Three or four times a year, executives should talk, across departments, about the key employees within the organization. Every member of an executive team should know whom their peers view as their stars, as well as their poor performers. This allows executives to provide perspectives that might actually alter those perceptions based on different experiences and points of view. More important, it allows them to jointly manage and retain top performers, and work with poor performers similarly. Competitive and Industry Review: Information about competitors and industry trends bleeds into an organization little by little over time. It is useful for executives to step back and look at what is happening around them in a more comprehensive way so they can spot trends that individual nuggets of information might not make clear. Even the best executives can lose sight of the forest for the trees when inundated with daily responsibilities.

I met Dr. Freeman in 1991 when he came to Harvard to talk to my fellowship program about his New England Journal of Medicine article. With calm deliberation, this tall, elegant physician disrupted my vision of Harlem and other Black communities throughout the United States. He detailed a cascade of health conditions triggered by inadequate facilities, lack of access to health insurance, and a shortage of medical personnel, healthy food, safe neighborhoods, and basic education. He called the problem a national tragedy, an emergency analogous to a hurricane, flood, or other ruinous natural disaster, yet one for which no one was sounding the alarm.

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