Entry Test Quotes

I want to change things on my own terms, to show that there's no right or wrong way to change the world. There's no entry test. You don't need to suck anything up. Pay any dues. Just you and your anger and your voice is enough. If you only have the courage to use it.

It seems there is always a road with bends and forks to choose, and taking one path means you can never take another one. There's no starting over nor undoing the steps I've taken. It isn't like I'd want to not have my little ones and Jack and that ranch, it is part of life to have to support yourself. It's just that I want everything, my insides are not just hungry, but greedy. I want to find out all the things in the world and still have a family and a ranch. Maybe part of passing that test was a marker for where I've been, but it feels more like a pointer for something I'll never reach. (November 29, 1887 entry, pg 309)

How many are we talking about? What percentage of females in Chicago are ready to have sex with you right now? What happens if one of them needs to travel? Do they have a phone tree? Is there a coverage plan or a backup plan for emergencies?” Quinn covered the bottom half of his mouth with his free hand, too late to mask the smile, his shoulders started shaking with silent laughter. I continued, feeling a little better knowing that he was able to laugh at himself, “Is there entry criteria? An established search committee? An interview process? Skills test? What kind of radius do you require? Do you have one circling the block now? Do you always keep one nearby? Was there one at the restaurant? At the bar maybe?

It was time for the tried and tested method of entry employed by the British redcoats. He lifted his leg, aiming the heel of his boot at the space just above the lock, then took a deep breath and slammed his foot against the wood.

Fewer than one in twenty security professionals has the core competence and the foundation knowledge to take a system all the way from a completely unknown state of security through mapping, vulnerability testing, password cracking, modem testing, vulnerability patching, firewall tuning, instrumentation, virus detection at multiple entry points, and even through back-ups and configuration management.

Pici passi. Un viagio in bici xe fato de pici passeti. I pici passi te permeti, co te entri int'un paeseto, de entrarghe veramente, de sentirlo tuo, de respirar a pieni polmoni la sua atmosfera, de imerger totalmente i tui zinque sensi int'un novo contesto. I pici passi fa questo. Fa assaporar i loghi, fa assaporar le persone, fa assaporar la tua crescita assieme a queste. Pici passi come filosofia de vita.

She hunts down the most vivid details and links them in sequences that will let a reader see, smell, and hear a world that seems complete in itself; she builds a stage set and painstakingly hides all the struts and wires and nail holes, then stands back and hopes whoever might come to see it will believe. As I work on yet another draft of my story, I try to remember these lessons. A journal entry is for its writer; it helps its writer refine, perceive, and process the world. But a story—a finished piece of writing—is for its reader; it should help its reader refine, perceive, and process the world—the one particular world of the story, which is an invention, a dream. A writer manufactures a dream. And each draft should present a version of that dream that is more precisely rendered and more consistently sustained than the last. Every morning I try to remind myself to give unreservedly, to pore over everything, to test each sentence for fractures in the dream.

Oswald Chambers says that “temptation fits the nature of the one tempted, and reveals the possibilities of the nature…. Temptation yielded to is lust deified” (My Utmost for His Highest, September 17 entry). Temptation comes in many forms, but it is always personal, uncannily tailor-made for our individual moral weakness, and it takes aim at God’s character, seeking to ransack our faith.             In Matthew 26:41, our Lord commands this: “Keep watching and praying that you may not enter into temptation.” From this verse we know that temptation is an alluring evil or a moral test.

All deductions having been made, democracy has done less harm, and more good, than any other form of government. It gave to human existence a zest and camaraderie that outweighed its pitfalls and defects. It gave to thought and science and enterprise the freedom essential to their operation and growth. It broke down the walls of privilege and class, and in each generation it raised up ability from every rank and place. Under its stimulus Athens and Rome became the most creative cities in history, and America in two centuries has provided abundance for an unprecedentedly large proportion of its population. Democracy has now dedicated itself resolutely to the spread and lengthening of education, and to the maintenance of public health. If equality of educational opportunity can be established, democracy will be real and justified. For this is the vital truth beneath its catchwords: that though men cannot be equal, their access to education and opportunity can be made more nearly equal. The rights of man are not rights to office and power, but the rights of entry into every avenue that may nourish and test a man’s fitness for office and power. A right is not a gift of God or nature but a privilege which it is good for the group that the individual should have.

i'm learning that life frequently does this to me. first it offers you an impossible challenge. which you can't refuse. then it breaks your spirit by messing with your ballpoint pen. these may seem like isolated events that can be explained away as coincidences, but i fear not. it's happened far too often to me to be a coincidence. it's this kind of thing that convinces me that i'm not going to make forty and my death will most probably be humiliating and painful - a death that people will still laugh about in three hundred years' time. one day i'm going to sift through every single entry of all my diaries and mark down how many times a stroke of 'bad luck' has followed the issuing of severe test in my life . . .

Second, most of the officers in this study did not have experience as tactical officers, and the teams they formed had very limited practice time together. It is possible that, with practice and experience, the effects of a threat on the performance of the dumps observed here can be overcome. This is the essence of the habituation findings in the orienting response literature (Sokolov et al., 2002). A SWAT team that regularly practices may be able to overcome the natural tendency to orient on a threat and cover their respective areas, producing exposure times that are consistent with those produced by the slice (many SWAT officers that we have spoken to insist that this is the case); however, we would like to point out that this means conducting training specifically to overcome a natural instinct, and this process is likely to take considerable effort and time. In the case of patrol officers, who are likely to be the first on the scene during an active shooter event, the officers are unlikely to receive the amount of training that is needed to overcome these natural instincts. With these caveats in mind, we think it is clear that the slice is a better style of entry to teach to patrol officers during active shooter training. The structure of the slice does not attempt to overcome the officer’s natural tendencies. It allows these tactically less-experienced officers to deal with the problem in smaller pieces and provides the officers with more time to think through the situation. For these reasons, the specific entries tested in the other studies presented in this book are conducted using a slice style.

Distraction leaches the authenticity out of our communications. When we are not emotionally present, we are gliding over the surface of our interactions and we never tangle in the depths where the nuances of our skills are tested and refined. A medical professor describes the easy familiarity with which her digital-native resident students master medical electronic records—but is troubled by the fact that they enter data with their eyes focused on their digital devices, not on the patient in the room with them. Preoccupation with technology acts as a screen between the student and the patient’s real emotion, real fear, and real concern. It may also prevent these residents from noticing physical symptoms that the patient fails to mention. The easy busyness of medical record entry is a way to sidestep the more challenging dynamics of human connection. But experienced physicians know that interpersonal skills are essential to mastering the art and science of medical diagnosis.

Although Dyatlov, Shift Foreman Akimov, and Senior Reactor Control Engineer Toptunov had violated some operating regulations, they were ignorant of the deadly failing of the RBMK-1000 that meant that insertion of the control rods, instead of shutting down the reactor at the end of the test, could initiate a runaway chain reaction. Every one of the investigators behind the report now agreed that the fatal power surge that destroyed the reactor had begun with the entry of the rods into its core. ‘Thus the Chrnobyl accident comes within the standard pattern of most severe accidents in the world. It begins with an accumulation of small breaches of the regulations. … These produce a set of undesirable properties and occurrences that, when taken separately, do not seem to be particularly dangerous, but finally an initiating event occurs that, in this particular case, was the subjective actions of the personnel that allowed the potentially destructive and dangerous qualities of the reactor to be released.’ IAEA experts revealed at last the true magnitude of the technical cover-up surrounding the causes of the disaster: the long history of previous RBMK accidents, the dangerous design of the reactor, its instability, and the way its operators had been misled about its behavior. In dense scientific detail, it described the inherent problems of the positive void coefficient and the fatal consequences of the control rod ‘tip’ effect. (pp. 347-348)

One of the few entry points to the Baltic Sea, the Kattegat passage is a busy and treacherous waterway. The entire region is a maze of fractured islands, shallow waters and tricky cur-rents which test the skills of all mariners. A vital sea route, the strait is used by large container ships, oil tankers and cruise ships alike and provides a crucial link between the Baltic coun-tries and Europe and the rest of the world. Navigating is difficult even in calm weather and clear visibility is a rare occurrence in these higher latitudes. During severe winters, it’s not uncommon for sections of the Baltic Sea to freeze, with ice occasionally drifting out of the straits, carried by the surface currents. The ship I was commandeering was on a back-and-forth ‘pendulum’ run, stopping at the ports of St Petersburg (Russia), Kotka (Finland), Gdańsk (Poland), Aarhus (Denmark) and Klaipėda (Lithuania) in the Baltic Sea, and Bremerhaven (Ger-many) and Rotterdam (Netherlands) in the North Sea. On this particular trip, the weather gods were in a benevolent mood and we were transiting under a faultless blue sky in one of the most picturesque regions of the world. The strait got narrower as we sailed closer to Zealand (Sjælland), the largest of the off-lying Danish islands. Up ahead, as we zigzagged through the laby-rinth of islands, the tall and majestic Great Belt Bridge sprang into view. The pylons lift the suspension bridge some sixty-five metres above sea level allowing it to accommodate the largest of the ocean cruise liners that frequently pass under its domi-nating expanse.

Back in the twentieth century, American girls had used baseball terminology. “First base” referred to embracing and kissing; “second base” referred to groping and fondling and deep, or “French,” kissing, commonly known as “heavy petting”; “third base” referred to fellatio, usually known in polite conversation by the ambiguous term “oral sex”; and “home plate” meant conception-mode intercourse, known familiarly as “going all the way.” In the year 2000, in the era of hooking up, “first base” meant deep kissing (“tonsil hockey”), groping, and fondling; “second base” meant oral sex; “third base” meant going all the way; and “home plate” meant learning each other’s names. Getting to home plate was relatively rare, however. The typical Filofax entry in the year 2000 by a girl who had hooked up the night before would be: “Boy with black Wu-Tang T-shirt and cargo pants: O, A, 6.” Or “Stupid cock diesel”—slang for a boy who was muscular from lifting weights—“who kept saying, ‘This is a cool deal’: TTC, 3.” The letters referred to the sexual acts performed (e.g., TTC for “that thing with the cup”), and the Arabic number indicated the degree of satisfaction on a scale of 1 to 10. In the year 2000, girls used “score” as an active verb indicating sexual conquest, as in: “The whole thing was like very sketchy, but I scored that diesel who said he was gonna go home and caff up [drink coffee in order to stay awake and study] for the psych test.” In the twentieth century, only boys had used “score” in that fashion, as in: “I finally scored with Susan last night.” That girls were using such a locution points up one of the ironies of the relations between the sexes in the year 2000. The continuing vogue of feminism had made sexual life easier, even insouciant, for men. Women had been persuaded that they should be just as active as men when it came to sexual advances. Men were only too happy to accede to the new order, since it absolved them of all sense of responsibility

market. Instead, we need to keep in mind that the representation is just a shortcut for presenting a lot of information, or even worse, a distortion of that information. Reliability bias People assume that something is accurate when it may not be. For example, market data that you use in your historical testing or that come to you live are often filled with errors. Unless you assume that errors can and do exist, you may make lots of mistakes in your trading and investing decisions. Lotto bias People want to control the market, and so they tend to focus on entry, where they can “force” the market to do a lot of things before they enter. Unfortunately, once they enter, the market is going to do what the market is going to do. And

Buddha initially excluded women from his monasteries. When pressed, he made their entry conditional upon perpetual subservience to the lowliest (newest) male monks. Was this an example of unchanging wisdom? Or were some of his ideas not so enlightened, but rather a function of his place in history? His agenda to end suffering has had millennia to test itself and has failed. Are people just not good enough or smart enough? Is there something wrong with people or is something wrong with the agenda? His methodology for ending suffering was tied to the concept of enlightenment, which involves renouncing both the self and self-centeredness. So as an essentially renunciate religion, Buddhism is also essentially authoritarian, with Buddha being the absolute authority on what to renounce and how to go about it. Some modern Buddhists would bristle at calling Buddhism renunciate. They would say that through dis-identifying or detaching from the illusion that there is a self, self-centeredness effortlessly leaves. We view this as their illusion.

PBQ Hot Dog Eating Contestant Entry Form Legal Techniques: Placing hot dogs on table, standing straight up, and then driving mouth down onto them like a carnival strength-test mallet

Price must be above $5.00 20 day Volume average must be above 100,000. On the first day of the bullish engulfing pattern, the SPY must have a 40 day MA above a 120 day MA. The ROC(252) of the stock must be above 0 on the first day of the pattern. The low of the first day of the pattern must be the lowest low in the past 20 days. If all rules are met, buy on the next day open. Apply a profit target that is 6% higher than the entry price. If the profit target is not hit….

Read an article about a group of mathematicians who developed a financial model to accurately compare apples and oranges. I was stunned. Never thought I’d see the day. Preliminary indications are that the model allows any two kinds of fruit to be compared, although guava still causes minor rounding errors. Further testing is ongoing.    -- Gomez Porter, blogspace entry

I continued, feeling a little better knowing that he was able to laugh at himself, “Is there entry criteria? An established search committee? An interview process? Skills test? What kind of radius do you require? Do you have one circling the block now? Do you always keep one nearby? Was there one at the restaurant? At the bar maybe?

If you buy because you think the market should bounce, but it only goes sideways, you’d better get out. Part of the trading process is a matter of testing the waters. If your entry timing is good enough, you won’t lose much even when you're wrong.” — Linda Bradford Raschke

Some species-like spruce-rely on timing. Male and female blossoms open a few days apart so that, most of the time, the latter will be dusted with the foreign pollen of other spruce. This is not an option for trees like bird cherries, which rely on insects. Bird cherries produce male and female sex organs int he same blossom, and they are one of the few species of true forest trees that allow themselves to be pollinated by bees. As the bees make their way through the whole crown, they cannot help but spread the tree's own pollen. But the bird cherry is alert and senses when the danger of inbreeding looms. When a pollen grain lands on a stigma, its genes are activated and it grows a delicate tube down to the ovary in search of an egg. As it is doing this, the tree tests the genetic makeup of the pollen and, if it matches its own, blocks the tube, which then dries up. Only foreign genes, that is to say, genes that promise future success, are allowed entry to form seeds and fruit. How does the bird cherry distinguish between "mine" and "yours"? We don't know exactly. What we do know is that the genes must be activated, and they must pass the tree's test. You could say, the tree can "feel" them. You might say that we, too, experience the physical act of love as more than just the secretions of neurotransmitters that activate our bodies' secrets, though what mating feels like for trees is something that will remain in the realm of speculation for a long time to come.

Nobody grins more on their first day on the dev team than someone from QA. Contrary to what people believe, QA people don’t sit around playing games all day. Although they’re the first people to see new titles, one can’t describe their day-to-day routine as fun. It takes meticulous effort to write and verify bug reports. Developers fix bugs at their own pace, after which it becomes QA’s responsibility to test and verify whether the proper adjustment has been made. Some bugs are trivial or are duplicates of others; some are fiendishly difficult to solve and take months or even years to address. Other entries aren’t even bugs and are dubbed “working as intended.” When a problem is discovered by QA, it has to be verified by senior QA staff members. Josh Kurtz described nightmarish experiences he had isolating a bug that occurred whenever a player attacked a monster in Diablo II’s expansion. To eliminate the possibility that a weapon was the culprit of the bug, Josh had to attack a dummy monster using every weapon in the game, a process that took hours. Tasks like these might be split among QA people or sometimes they fell to just one unfortunate soul to sort out. After every weapon was checked, Josh reported the results. The programmers or designers would change something, and Josh would then have to retest every weapon and report results again. The developers would change something else, and Josh would need to test everything again to make sure the bug hadn’t reactivated. And again. After doing something like this repetitively for hours, for days, for weeks, and sometimes for months, QA drudgery feels less like being in a computer game company and more like a psychological experiment. These entry-level positions are minimum-wage jobs, but people endure the experience just for a chance at getting a development position, becoming a QA lead, or attaining some other non-developer position. But everyone’s goal is the same: escape from QA.

In order to translate your analysis into something more than mere commentary, you need to define what constitutes an opportunity for you. That’s what rules do; they implement your analysis. Rules are hard-and-fast. Tools (i.e., methods of analysis) have some flexibility in how they are used. Fools have neither rules nor tools. You must develop parameters that will define opportunities and determine how and when you will act. How? By doing homework (i.e., research, testing, trial and error) and defining the parameters with rules. Your homework determines what parameters or conditions define an opportunity, and your rules are the “if … then” statements that implement your analysis. This means entry and exit points are derived after you have done your analysis.

In order to translate your analysis into something more than mere commentary, you need to define what constitutes an opportunity for you. That’s what rules do; they implement your analysis. Rules are hard-and-fast. Tools (i.e., methods of analysis) have some flexibility in how they are used. Fools have neither rules nor tools. You must develop parameters that will define opportunities and determine how and when you will act. How? By doing homework (i.e., research, testing, trial and error) and defining the parameters with rules. Your homework determines what parameters or conditions define an opportunity, and your rules are the “if … then” statements that implement your analysis. This means entry and exit points are derived after you have done your analysis. If the opportunity-defining criteria aren’t met, you don’t act. This doesn’t mean a particular trade or investment that you pass up won’t turn out to be profitable. It might have been an acceptable and profitable trade based on someone else’s rules. Remember, participating in the markets is about making decisions, and as Drucker reminds us, “There is no perfect decision. One always has to pay a price which might mean passing up an opportunity.”6 You have to accept the fact that profitable situations will occur that you won’t participate in. Don’t worry about the ones you miss; they were someone else’s. Your rules will only enable you to participate in some of the millions of possible opportunities, not all of them.

Megan Meade’s Guide to the McGowan Boys Entry Two Observation #1: When there’s food in their sights, boys notice little else. It’s like lion-and-gazelle time on Animal Planet. Heidi Klum could walk in and no one would notice. Okay, maybe they would. No way to test that theory. But still, it’s like ultimate concentration. Observation #2: They’re easily distracted. Evan was supposed to show me around school, but he saw some friends and got sidetracked. I chose not to take the slight personally. Observation #3: They know how to pose. Evan. His car. Some perfectly placed sunbeams. A casual, unaffected lean. **sigh** Observation #4: They have bizarre taste in women.

Educational reform over the last century - including, throughout Western democracies, standardised testing, moves to national curriculums, and competitive tertiary entry scores, sems to work on behalf of employers and parent-investors first, allowing them to efficiently read a young person's future without having to go to the trouble of listening to her. Education, from kindergarten coaching to big-ticket degrees, increasingly relies on the professionalisation of childhood and youth.

Just as computer science was erecting barriers to entry, medicine—an equally competitive and selective field—was adjusting them. In the late 1960s and early 1970s, dozens of new medical schools opened across the country, and many of the newly created spots went to women. Standardized entry exams also began to change. In 1977, the MCAT, a test for entrance into medical school, was revamped to reduce cultural and social bias. But the game changer was the implementation of Title IX, which prohibits sexual discrimination in educational programs. From then on, if a woman could score high enough on the newly revised MCATs and meet other requirements, med schools could not legally deny her entry, and women poured in. Why wasn’t the same progress being made in computer science? Professor Eric Roberts, now at Stanford, was chairing the computer science department at Wellesley when the department instituted a GPA threshold. Of that period he later wrote, “In the 1970s, students were welcomed eagerly into this new and exciting field. Around 1984, everything changed. Instead of welcoming students, departments began trying to push them away.

Consider the tollbooths that any middle-class American must pass on his way to the land of knowledge work. Here are some examples: the PSAT, the SAT, the GMAT, the LSAT, the MCAT. Notice any similarity beyond the final two initials? These instruments all measure what is essentially undiluted L-Directed Thinking. They require logic and analysis—and reward test-takers for zeroing-in, computerlike, on a single correct answer. The exercise is linear, sequential, and bounded by time. You answer one question with one right answer. Then you move to the next question and the next and the next until time runs out. These tests have become important gatekeepers for entry into meritocratic, middle-class society. They’ve created an SAT-ocracy—a regime in which access to the good life depends on the ability to reason logically, sequentially, and speedily.

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Paganism has no litmus test for belief entry. We all hold radically different ideals, understanding, and autonomy around deity and magic.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

Before Entry Read internal and external perspectives on the market and consumers. You won’t become an expert, but that’s OK; awareness is what you’re after. Identify local consultants who can brief you on the state of the market and the competitive environment. Learn the language—it’s not about fluency; it’s about respect. Develop some hypotheses about the business situation you are entering. – Use the STARS model to talk with your new boss and other stakeholders about the situation. – Assess the leadership team—is it functioning well, and does it comprise a good mix of new and veteran, or local and expatriate, talent? – Assess the overall organization using any available corporate performance and talent-pool data. – If possible, talk to some team members to gather their insights and test some of your early hypotheses. After Entry Your first day, first week, and first month are absolutely critical. Without the following four-phase plan, you risk getting drawn into fighting fires rather than proactively leading change. Diagnose the situation and align the leadership team around some early priorities. Establish strategic direction and align the organization around it. Repair critical processes and strive for execution consistency. Develop local leadership talent to lay the foundation for your eventual exit.

Stimson flew to Potsdam the next day to see me,” Truman remembered, “and brought with him the full details of the test. I received him at once and called in Secretary of State Byrnes, Admiral Leahy, General George Marshall, General Henry Arnold, and Admiral Ernest King.” It was too early to understand the implications and as Truman recalled, “we were not ready to make use of this weapon against the Japanese.” In his memoirs, Truman wrote that the plan was to stay the course “with the existing military plans for the invasion of the Japanese home islands.”102 Truman’s diary reveals a different and more telling narrative. His mind appears to have already been made up shortly after confirmation of the Alamogordo test, which is not surprising given he had a full understanding of what an invasion would entail. “We have discovered the most terrible bomb in the history of the world,” he confided to his diary in a July 26 entry. “This weapon is to be used against Japan between now and August 10th. I have told the Sec. of War, Mr. Stimson, to use it so that military objectives and soldiers and sailors are the target and not women and children.”103 That same entry reveals not just the intent, but also the thinking behind the target. “Even if the Japs are savages, ruthless, merciless and fanatic, we as the leader of the world for the common welfare cannot drop this terrible bomb on the old capital [Kyoto] or the new [Tokyo] . . . The target will be a purely military one and we will issue a warning statement asking the Japs to surrender and save lives.”104 Truman was face-to-face with Stalin, aware that he possessed the deadliest weapon the world had ever seen.

As suggested earlier, postflight investigation found that the computer failures had been caused by particles in the GPC amplifiers. The general-purpose computers had not been given the normal zero-gravity “particle impact noise detection” tests. So, again, we were lucky that the computers did not totally fail. If GPC 2 had failed during entry and we had used the recommended procedures to fix it, we would have lost flight control of the orbiter. That would have been very bad for us.

I do not wish, I do not desire to live long. I wish to live with You. It is You who are long life, vital and without end, Come and do Your will in me. Come when You wish and as You see fit. Come like a breeze, like a blessing, if You think it right. Come like a thunderbolt to test me and burn up my being, if You think that is how it should be. I know that what will follow Your visitation, in whatever way You come, will be what I desire most deeply and cannot express, and what I cannot find anywhere outside You. That is why it is You that I seek and await. I am disenchanted with myself. Only You remain. And I come to You, the healer, the light and the sanctification of souls and bodies. I come, sick as I am, and abandon to You my whole life and hope.

Winans believed evangelicals in congregations like his had created needless barriers to entry; that they had allowed tribal litmus tests to supersede biblical mandates, squandering key opportunities to introduce Christ to people who needed Him the most.

Not a direct quote, but referenced in the author's note at the end - Sister Elizabeth Kenny, was instrumental in developing a new method of treating polio. Barbara Johnson, a laboratory technician who was paralyzed with polio after a workplace accident but went on the work with Sabin as his statistician. Isabel Morgan vaccine successfully induced immunity in monkeys and was the basis of Jonas Salk's entry into the vaccine race. We'd be talking about the Morgan vaccine if she hadn't refused to test the vaccine on children. Elsie Ward perfected the technique for growing the virus outside a living body. Her technique allowed Salk's lab to make enough of the virus to put in the vaccines for millions of children. Whistleblower Bernice Eddy reported that test monkeys who got the vaccine from Cutter laboratories were developing polio, thus alerting officials that Cutter would be releasing unsafe vaccines for use. -- Her concerns were ignored and caused 200 children to acquire Polio through the vaccine. Many of the children were paralyzed. Some died. Federal regulations of vaccines was tightened because of this - and her. Eleanor Abbott invented the game Candy Land to amuse patients after she herself was hospitalized for the disease.

Once a competitor’s move has occurred, the denial of an adequate base for the competitor to meet its goals, coupled with the expectation that this state of affairs will continue, can cause the competitor to withdraw. New entrants, for example, usually have some targets for growth, market share, and ROI, and some time horizon for achieving them. If a new entrant is denied its targets and becomes convinced that it will be a long time before they are met, then it may withdraw or deescalate. Tactics for denying a base include strong price competition, heavy expenditures on research, and so on. Attacking new products in the test-market phase can be an effective way to foretell a firm’s future willingness to fight and can be less expensive than waiting for the introduction to actually occur. Another tactic is using special deals to load customers up with inventory, thereby removing the market for the product and raising the short-run cost of entry. It can be worth paying a substantial short-run price to deny a base if a firm’s market position is threatened. Essential to such a strategy, however, is a good hypothesis about what a competitor’s performance targets and time horizon are. An example of such a situation may be Gillette’s withdrawal from digital watches. Although claiming it had won significant market shares in test markets, Gillette bowed out, citing the substantial investments required to develop technology and margins lower than those available in other areas of its business. Texas Instruments’ strategy of aggressive pricing and rapid technological development in digital watches probably had a substantial impact on this decision.

When applied to room entries, the OODA loop suggests that the entering officer will be slower to act than a suspect who is already in the room. The entering officer must first scan the room to see if there are any potential threats. The officer must then put what he or she sees into context (e.g., There is a person with a gun. Are they behaving in a threatening manner? Are there other threats? Is it another police officer?). Then the officer must decide what action to take (e.g., shoot/ don’t shoot, give verbal commands, back out of the room, close distance). Finally, the officer must act. The suspect who has already committed to shooting people has a much shorter process to navigate. The suspect must simply observe the officers entering the room and then shoot. The suspect has already done all of the orientation that is needed and decided on his or her course of action. Therefore, the OODA loop predicts that the suspect will be able to move through the cycle faster than the officer. Given the reaction time and decision-making literature, we predict that officers will not generally be able to shoot before the suspects when conducting room entries. We test this hypothesis in the next chapter.

Damning documentation of LSD experimentation should not have been left in the hands of CIA Director Richard Helms. On January 31, 1973, one day before retiring from the CIA, Helms destroyed files on the fates of minds shattered over the previous ten years. Helms supported the mind-altering projects—Operation Chatter, Operation Bluebird/Artichoke, Operations Mknaomi, Mkultra and Mkdelta. By 1963, four years before Monterey Pop, the combined efforts of the CIA’s Directorate of Science and Technology, Army Intelligence and U.S. Chemical Corps launched covert operations that seemed necessary. U.S. agents were able to destroy any reputation by inducing hysteria or excessive emotional response, temporary or permanent insanity, encouraging suicide, erasing memory, inventing double or triple personalities inside one mind, prolonging lapses of memory, teaching racism and hatred against specific groups, causing subjects to obey instructions on the telephone or in person, hypnotically assuring that no memory remains of their assignments. The CIA has poison dart guns to kill from a distance, tranquilizers for pets so the household or neighborhood is not alerted by entry or exit. While pure LSD is typically 160 micrograms, the CIA issued 1,600 micrograms. Some of the LSD was administered to patients at Tulane University, who already had wired electrodes in their brain. Was insanity an occupational disease in the music industry? Or does this LSD, tested and described in Army documents, explain how a cultural happening that took place place in 1967-68 could be altered radically and halted?

Assault isn’t just for criminals. Elite military teams, hostage rescue, SWAT, and entry teams use this mindset as much as criminals do. They don’t want to be tested or find out what their limitations are, they want to get the job done and go home. The mindset is implacable and predatory. They use surprise, superior numbers, and superior weapons—every cheat they can, and they practice. On the rare, rare occasions when my team made a fast entry and someone actually fought, the only emotion that I registered was that I was offended that they resisted, and we rolled right over the threat(s) like a force of nature.