Facilities Team Quotes

We are adults undertaking a team-building activity in a professional capacity, so naturally we spend several minutes horsing around, striking poses with our paintball guns and making sound effects. Joshua and Sergeant Paintball watch us like orderlies at a mental facility.

the weakness of the Kennedy team, the difference between intelligence and wisdom, between the abstract quickness and verbal facility which the team exuded, and true wisdom, which is the product of hard-won, often bitter experience. Wisdom for a few of them came after Vietnam.

Green had been amazed by their discovery: you could break into a Titan II complex with just a credit card. Once the officers showed him how to do it, Green requested permission to stage a black hat operation at 4-7—an unannounced demonstration of how someone could sneak into the launch control center undetected. SAC had a long history of black hatting to test the security at its facilities. Black hat teams would plant phony explosives on bombers, place metal spikes on runways, infiltrate a command post and then hand a letter to the base commander that said, “You’re dead.

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If your teacher is in a private, for-profit school, however, and you withdraw your child, then the owner of the school will quickly feel the effect in his pocket, and the bad teacher will be fired. In a free system the parent, the consumer, is the boss. Tooley found that private-school proprietors constantly monitor their teachers and follow up parents’ complaints. His team visited classrooms in various parts of India and Africa, and found teachers actually teaching in fewer of the government classrooms they visited than in private classrooms – sometimes little more than half as many. Despite having no public funds or aid money, the unrecognised private schools had better facilities such as toilets, electricity and blackboards. Their pupils also got better results, especially in English and mathematics. The

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

Areli kicked her dragon upwards and followed Aquilina and Fides through the lanterns and rock, out into clean mountain air. Aquilina had picked only the two, whom she said were hands down the greatest riders on the team, to ride with her. Areli didn’t know how to respond to that, except to turn red and cover her mouth with surprise. And now she was flying, not in an arena, but in free air, a privilege given to only the best professional riders. They flew over the city. The buildings looked like small blocks and the carriages looked like gold-colored ants roaming about. The sweep of the cool air was refreshing against Areli’s face. They flew over the trees leading to Emperor Abhiraja’s forest, which looked like nothing but a tossed salad from their view. And then they were over Emperor Abhiraja’s trees. Back at the boarding facility, before they left, Aquilina told them there was only one rule if they were to ride with her . . . keep up. Aquilina veered down towards the trees. Fides took after her and Areli followed. Areli sat hard into her seat and pulled the reins to her right. She leaned her leg into Kaia’s left shoulder and held on tight to the saddle horn. Kaia leaned her body and they knifed through the air. Areli shifted her legs and hands, chasing after Fides and Aquilina. They slipped through a tiny gap in the tops of the massive trees. Areli saw the red of Fidelja’s dragon ahead of her, and then it disappeared. She saw shades of brown and green coming up fast. Areli pulled on the reins, keeping her hands light, and sunk into the seat, leveling off their descent into the forest. She immediately started kicking Kaia forward as she saw Fides dragon’s tail wrap past a tree. Areli commanded Kaia in a way she never had before. Using every skill she ever learned, she cued Kaia right, then left, then into a roll to get through two narrowly placed trees, and then up, always following the blur of red in front of her. They came out above the trees again and then they swooped back down. This time it was into the Columns of Abhi. They curved around the large rock structures like a knife full of butter caressing a freshly baked roll. Areli didn’t think she could feel this exhilarated. But there was something utterly breathtaking about flying without walls, without spectators or trainers. This was true freedom, according to Areli. Freedom from homework, freedom from fears, freedom from worries. This was the place where she could be . . . just to be.

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

With the lens of Jobs to Be Done, the Medtronic team and Innosight (including my coauthor David Duncan) started research afresh in India. The team visited hospitals and care facilities, interviewing more than a hundred physicians, nurses, hospital administrators, and patients across the country. The research turned up four key barriers preventing patients from receiving much-needed cardiac care: Lack of patient awareness of health and medical needs Lack of proper diagnostics Inability of patients to navigate the care pathway Affordability While there were competitors making some progress in India, the biggest competition was nonconsumption because of the challenges the Medtronic team identified. From a traditional perspective, Medtronic might have doubled down on doctors, asking them about priorities and tradeoffs in the product. What features would they value more, or less? Asking patients what they wanted would not have been top of the list of considerations from a marketing perspective. But when Medtronic revisited the problem through the lens of Jobs to Be Done, Monson says, the team realized that the picture was far more complex—and not one that Medtronic executives could have figured out from pouring over statistics of Indian heart disease or asking cardiologists how to make the pacemaker better. Medtronic has missed a critical component of the Job to Be Done.

But in 2009, even as the British track cycling team was preparing for the London Olympics, Brailsford embarked upon a new challenge. He created a road cycling team, Team Sky, while continuing to oversee the track team. On the day the new outfit was announced to the world, Brailsford also announced that they would win the Tour de France within five years. Most people laughed at this aspiration. One commentator said: “Brailsford has set himself up for an almighty fall.” But in 2012, two years ahead of schedule, Bradley Wiggins became the first-ever British rider to win the event. The following year, Team Sky triumphed again when Chris Froome, another Brit, won the general classification. It was widely acclaimed as one of the most extraordinary feats in British sporting history. How did it happen? How did Brailsford conquer not one cycling discipline, but two? These were the questions I asked him over dinner at the team’s small hotel after the tour of the facilities. His answer was clear: “It is about marginal gains,” he said. “The approach comes from the idea that if you break down a big goal into small parts, and then improve on each of them, you will deliver a huge increase when you put them all together.” It sounds simple, but as a philosophy, marginal gains has become one of the hottest concepts not just in sports, but beyond. It has formed the basis of business conferences, and seminars and has even been debated in the armed forces. Many British sports now employ a director of marginal gains.

His features were Middle Eastern, his eyes haunted but also defiant. They were all defiant, Gray had found. When he looked at someone like al-Omari, Gray couldn’t help but think of a Dostoyevsky creation, the displaced outsider, brooding, plotting and methodically stroking a weapon of anarchy. It was the face of a fanatic, of one possessed by a deranged evil. It was the same type of person who’d taken away forever the two people Gray had loved most in the world. Though al-Omari was thousands of miles away in a facility only a very few people even knew existed, the picture and sound were crystal clear thanks to the satellite downlink. Through his headset he asked al-Omari a question in English. The man promptly answered in Arabic and then smiled triumphantly. In flawless Arabic Gray said, “Mr. al-Omari, I am fluent in Arabic and can actually speak it better than you. I know that you lived in England for years and that you speak English better than you do Arabic. I strongly suggest that we communicate in that language so there is absolutely no misunderstanding between us.” Al-Omari’s smile faded, and he sat straighter in his chair. Gray explained his proposal. Al-Omari was to become a spy for the United States, infiltrating one of the deadliest terrorist organizations operating in the Middle East. The man promptly refused. Gray persisted and al-Omari refused yet again, adding that “I have no idea what you’re talking about.” “There are currently ninety-three terrorist organizations in the world as recognized by the U.S. State Department, most of them originating in the Middle East,” Gray responded. “You have confirmed membership in at least three of them. In addition, you were found with forged passports, structural plans to the Woodrow Wilson Bridge and bomb-making material. Now you’re going to work for us, or it will become distinctly unpleasant.” Al-Omari smiled and leaned toward the camera. “I was interrogated years ago in Jordan by your CIA and your military and your FBI, your so-called Tiger Teams. They sent females in wearing only their underwear. They wiped their menstrual blood on me, or at least what they called their menstrual blood, so I was unclean and could not perform my prayers. They rubbed their bodies against me, offered me sex if I talk. I say no to them and I am beaten afterward.” He sat back. “I have been threatened with rape, and they say I will get AIDS from it and die. I do not care. True followers of Muhammad do not fear death as you Christians do. It is your greatest weakness and will lead to your total destruction. Islam will triumph. It is written in the Qur’an. Islam will rule the world.

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Signaling them to be quiet, Terry ushered them away. “My father is speaking to JAMSTEC’s Board of Directors. Dr. Craven’s team sold us out, stating that our facility is totally inadequate and that we are clueless about how to care for the pup. She predicted it would be dead before the end of the week. As you probably heard, Dr. Simidu is livid. As of now—

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Everyone thought I was crazy—and many still do—but here’s what I did: I took several sheets of paper with me everywhere. They had all the top milestones in front of us for each of the disciplines—engineering, HR, finance, legal, marketing, facilities, etc.—and everything we needed to do to reach those milestones. Every top-level question that I had was on those papers. So when I was in a meeting or talking to someone, I could quickly scan it. What are my top issues? What issues do our customers have? What’s the current roadblock for this person’s team? What are the next major milestones? What date commitments did our teams make?

church that was supposed to have fewer than fifty members who attended. They got themselves ready and entered the building. The church members were in prayer, when the head of this team said in as loud as voice as possible, “All right, listen up. All of you are under arrest. If you come quietly, none of you will be harmed. Follow these men out to your church bus, where we will transport you to a facility for all of you,” “Now hold on, wait just a minute. Who are you?” Looking at an iPad, the man said, “You must be Pastor Matthew Tyler. According to my information, you have thirty members, but it looks to me like you only have twenty-four. Where’s the other six?” “You still haven’t told me what business you have arresting us,” The man sighed, rolled his eyes, and replied, “We’re with the United States government. All of you, including others who have the same or similar beliefs, are all considered threats. We’re transporting you to a place that will hold all of you until such a time when we feel you’re no longer a menace to society. Now, where are the six who are missing?

January 2013 Andy’s Message   Hi Young, I’m home after two weeks in Tasmania. My rowing team was the runner-up at the Lindisfarne annual rowing competition. Since you were so forthright with your OBSS experiences, I’ll reciprocate with a tale of my own from the Philippines.☺               The Canadian GLBT rowing club had organised a fun excursion to Palawan Island back in 1977. This remote island was filled with an abundance of wildlife, forested mountains and beautiful pristine beaches.               It is rated by the National Geographic Traveller magazine as the best island destination in East and South-East Asia and ranked the thirteenth-best island in the world. In those days, this locale was vastly uninhabited, except by a handful of residents who were fishermen or local business owners.               We stayed in a series of huts, built above the ocean on stilts. These did not have shower or toilet facilities; lodgers had to wade through knee-deep waters or swim to shore to do their business. This place was a marvellous retreat for self-discovery and rejuvenation. I was glad I didn’t have to room with my travelling buddies and had a hut to myself.               I had a great time frolicking on the clear aquiline waters where virgin corals and unperturbed sea-life thrived without tourist intrusions. When we travelled into Lungsodng Puerto Princesa (City of Puerto Princesa) for food and a shower, the locals gawked at us - six Caucasian men and two women - as if we had descended from another planet. For a few pesos, a family-run eatery agreed to let us use their outdoor shower facility. A waist-high wooden wall, loosely constructed, separated the bather from a forest at the rear of the house. In the midst of my shower, I noticed a local adolescent peeping from behind a tree in the woods. I pretended not to notice as he watched me lathe and played with himself. I was turned on by this lascivious display of sexual gratification. The further I soaped, the more aroused I became. Through the gaps of the wooden planks, the boy caught glimpses of my erection – like a peep show in a sex shop, I titillated the teenager. His eyes were glued to my every move, so much so that he wasn’t aware that his friend had creeped up from behind. When he felt an extra hand on his throbbing hardness, he let out a yelp of astonishment. Before long, the boys were masturbating each other. They stroked one another without mortification, as if they had done this before, while watching my exhibitionistic performance carefully. This concupiscent carnality excited me tremendously. Unfortunately, my imminent release was punctured by a fellow member hollering for me to vacate the space for his turn, since I’d been showering for quite a while. I finished my performance with an anticlimactic final, leaving the boys to their own devices. But this was not the end of our chance encounter. There is more to ‘cum’ in my next correspondence!               Much love and kisses,               Andy

We trained hard . . . but it seemed that every time we were beginning to form up into teams we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization. Gaius Petronius AD 66

Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

It was too embarrassing to admit that a young woman was the most popular politician in the Islamic Republic. In the official tally she came in second, with slightly fewer votes than the older cleric—an injustice that must have riled Hashemi, given the nature of her platform. Hashemi had made her debut in politics by challenging conservative clerics who opposed women’s right to exercise in public. Using her standing as Rafsanjani’s daughter, she argued that there was nothing wrong with fully covered women exercising. An increasing number of old and young women already crowded parks to jog or play volleyball or badminton. But the Basij often harassed and intimidated them to discourage women from exercising. As part of her campaign to defend and expand women’s right to exercise, Hashemi built a bike path for women, increased women’s access to sports facilities such as golf courses and tennis courts, and set up the first women’s soccer and, eventually, rugby teams since the revolution. She also founded the Islamic Women’s Sport Foundation, through which she held games in Tehran involving Iranian athletes and Muslim women invited from other countries.

Because of my many connections to the team, the fact that the 49ers didn’t draft any receivers (the Ravens drafted three), and the team’s proximity to my family, Ryan and I agree that the Niners are my best bet. I call them back, while Ryan delivers Baltimore the bad news, and not a minute later I’m out the door, making my short way to the facility again. I walk upstairs to sign my new NFL contract, complete with a $5,000 signing bonus. Look, Ma, I’m a 49er!

In high altitude astronomical facilities we routinely discharged large amounts of nitrogen gas into closed spaces. We were never informed by the astronomy management team about the abnormally low oxygen environments that the use of liquid nitrogen creates, how long term exposure to it manifests itself in human health and the resulting abnormal mental behaviors.

This fits in with what I saw in staff in astronomical facilities and was reporting to the management team: 10-14% Oxygen: Emotional upset, abnormal fatigue, disturbed respiration.

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

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Sir Roy Fedden headed the British team sent to defeated Germany by Sir Stafford Cripps. Fedden, a slim, elegant, clean-shaven man whose photographs usually reveal an expression of focused determination, showed keen intelligence and a fascination with car and aircraft engines at an early age. Passionately fond of his wife Norah Crew, and somehow finding time between engine experiments to sail and fish, Fedden, 60 years of age in 1945, attacked his task with customary gusto. Fedden Years earlier, Erhardt Milch and Hermann Goering, to Fedden's astonishment, permitted him to tour no less than 17 of their secret aeronautics facilities when he visited Germany in 1937 and 1938. The Luftwaffe leaders hoped to overawe Fedden with the potential of German military aircraft design, and thus cause him to influence the British government to reach an accommodation with the Third Reich. Fedden, in fact, urged the English leadership to modernize their aircraft design to match the Germans' potential and was fired.               Realizing their error several years later, the government re-employed Fedden in 1944, and a mix of aeronautics engineers, scientists, and RAF officers comprised Fedden's team.

Then, one night, while daughter Margaret played the piano upstairs, the floor indeed gave way and the piano crashed through, sending plaster and rotted wood onto the executive mansion’s first floor below. The subsequent extensive and high-profile restoration provided the perfect cover to install a secret bomb shelter. On August 1, 1950, Truman’s naval aide, Robert Dennison, wrote a memo to the renovation team, explaining, “The President has authorized certain protective measures which include alterations at basement level in and adjacent to the wings of the White House.” The renovation had originally called for two basement levels of various utility and storage rooms. Instead, Dennison, aide David Stowe, and the project architect sketched out a large, heavily fortified facility

I once worked on a project in which a software product originally written for UNIX was being redesigned and implemented on Windows NT. Most of the programming team consisted of programmers who had great facility with Windows and Microsoft Visual C++. In no time at all, it seemed, they had generated many screens full of windows and toolbars and dialogues, all with connections to networks and data sources, thousands and thousands of lines of code. But when the inevitable difficulties of debugging came, they seemed at sea. In the face of the usual weird and and unexplainable outcomes, they stood agog. It was left to the UNIX-trained programmers to fix things. The UNIX team members were accustomed to not knowing. Their view of programming as language-as-text gave them the patience to look slowly through the code. In the end, the overall 'productivity' of the system, the fact that it came into being at all, was not the handiwork of tools that sought to make programming seem easy, but the work of engineers who had no fear of 'hard.

Short of funds, they found that they could bring down the cost of solving myriad design issues by simulating and testing them on computers. Some things, however, had to be done in the real world. They could not afford a multimillion-dollar crash-test facility. Yet they needed to test battery safety. “We realized we could basically simulate this if we just held things up in the air and dropped them,” said Straubel. And so they rented a crane and dropped batteries. “It was really a shoestring way of making it work,” said Straubel. “We were innovating at an amazing pace with a very small team with few resources.” Every system needed to be redesigned and then redesigned again.

The Con-U storage facility is the most amazing space I have ever seen. Keep in mind that I recently worked at a vertical bookstore and have even more recently visited a secret subterranean library. Keep in mind, also, that I saw the Sistine Chapel when I was a kid, and, as part of science camp, I got to visit a particle accelerator. This warehouse has them all beat. The ceiling hangs high above, ribbed like an airplane hangar. The floor is a maze of tall metal shelves loaded with boxes, canisters, containers, and bins. Simple enough. But the shelves—the shelves are all moving. For a moment I feel sick, because my vision is swimming. The whole facility is writhing like a bucket of worms; it’s that same overlapping, hard-to-follow motion. The shelves are all mounted on fat rubber tires, and they know how to use them. They move in tight, controlled bursts, then break into smooth sprints through channels of open floor. They pause and politely wait for one another; they team up and form long caravans. It’s uncanny. It’s totally “Sorcerer’s Apprentice.” So the iPad’s map is blank because the facility is rearranging itself in real-time.

The Christian School has a team called the Warriors--WELCOME BACK WARRIORS! shouts the banner over the road. But the billboard in front of the school says the "Trait for the Week" is peace. Victor feels alarmed about entering such a facility. He may come out confused. He may emerge wearing a black armband, carrying a spear.

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During induction week we were housed in apartments on South Fremantle’s South Terrace and given a tour of the club - not that there was that much of a club to tour in those days. It was a dilapidated and substandard set-up. The gymnasium, team meeting room and physio treatment room were all housed in the old Victoria Pavilion at the western end of Fremantle Oval. Our official change rooms were in the South Fremantle visitors’ change rooms, which were normally reserved for the opposition at WAFL matches, and the team was shipped to other venues around Perth as required for training sessions. We trained regularly at Subiaco Oval, Aquinas College, Troy Park, McGillivray Oval and various military facilities, in particular the Leeuwin barracks in East Fremantle, in my early days.

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The final straw for the players was a game scheduled in Hawaii at Aloha Stadium during the victory tour. No one from U.S. Soccer had gone to inspect the facilities before scheduling the national team to play there. The practice field was grass, but it was patchy, bumpy, and lined with sewer plates that had plastic coverings. It was on that sub-par practice field that Megan Rapinoe tore her ACL, which meant she might have to miss the 2016 Olympics the next year. Then, the next day, the players got to the stadium where they were supposed to play the game. Not only was it artificial turf, but the players were concerned by the seams on the field where parts of the turf were pulling up off the ground. Sharp rocks were embedded all over the field. If someone from U.S. Soccer had been there beforehand to inspect it, there’s no way they could’ve believed it was an appropriate venue for a national team soccer match. The players unanimously agreed to boycott the match and stand up to the federation together. The federation officially cancelled the match, and Sunil Gulati, the president of U.S. Soccer, publicly apologized, calling it “a black eye for this organization.” The players seemed more determined than they had been in a long time to fight for themselves.

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The prize money certainly said something about FIFA’s priorities, though. The same week the 2015 Women’s World Cup kicked off, United Passions debuted in movie theaters. It was a propaganda film that FIFA produced about itself and bankrolled for around $30 million. That’s double the total amount of prize money FIFA made available to all teams participating in the 2015 Women’s World Cup. The film earned less than $1,000 in its debut weekend in North America, for the worst box-office opening in history, and it went down as the lowest-grossing film in U.S. history. Almost all the millions of dollars FIFA poured into making the movie was lost. The film has a 0% rating on the popular movie-review-aggregation website Rotten Tomatoes, and a New York Times review called it “one of the most unwatchable films in recent memory.” And remember the uncomfortable encounter at the team hotel between the Americans and Brazilians after the 2007 Women’s World Cup semifinal? That would never happen in a men’s World Cup. That’s because FIFA assigns different hotels and training facilities to each men’s team, to serve as a base camp throughout the tournament. The women don’t get base camps—they jump from city to city and from hotel to hotel during the World Cup, and they usually end up bumping into their opponents, who are given the same accommodations. American coach Jill Ellis said she almost walked into the German meal room at the World Cup once. “Sometimes you’re in the elevator with your opponent going down to the team buses for a game,” Heather O’Reilly says. “It’s pretty awkward.

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Before the Best Friends team got out on the water on their own, they spent several days ferrying already-rescued pets from the Jefferson Parish shelter, an official city facility, to the St. Francis Animal Sanctuary in Tylertown. It was clear to Troy that most of these animals had never seen the inside of a shelter before: "Their eyes seemed to be saying to me, 'Where am I? And where are my people?

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These were no ordinary dolphins; they were Alpha Team bottlenose dolphins, the pride of the US Navy SEALs. During the Vietnam War, their primary mission was to provide security for US combat ships, docking facilities, and fuel storage tanks containing millions of gallons of marine diesel fuel – each an attractive target for NVA sapper divers.

Once the men’s crew team had agreed to meet the lacrosse team’s challenge, one of those entitled assholes had pulled strings to clear out Rodney’s facility a mere forty-eight hours later, so here we were, in the middle of a fucking school week, standing in a field five miles north of the City while a bunch of testosterone-drunk boys got hyped to shoot at each other with pretend guns.

key roles played by the project manager: Planner—Ensures that the project is defined properly and completely for success, all stakeholders are engaged, work effort approach is determined, required resources are available when needed, and processes are in place to properly execute and control the project. Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. Point Person—Serves as the central point of contact for all oral and written project communications. Quartermaster—Ensures the project has the resources, materials, and facilities it needs when it needs it. Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. Problem Solver—Utilizes root-cause analysis process experience, prior project experience, and technical knowledge to resolve unforeseen technical issues and take any necessary corrective actions. Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. Coach—Determines and communicates the role each team member plays and the importance of that role to the project’s success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. Librarian—Manages all information, communications, and documentation involved in the project.

A typical chip might be designed with blueprints from the Japanese-owned, UK-based company called Arm, by a team of engineers in California and Israel, using design software from the United States. When a design is complete, it’s sent to a facility in Taiwan, which buys ultra-pure silicon wafers and specialized gases from Japan. The design is carved into silicon using some of the world’s most precise machinery, which can etch, deposit, and measure layers of materials a few atoms thick. These tools are produced primarily by five companies, one Dutch, one Japanese, and three Californian, without which advanced chips are basically impossible to make. Then the chip is packaged and tested, often in Southeast Asia, before being sent to China for assembly into a phone or computer.

The good news is that several of the bats flew straight to the constructed test village, designed to simulate a Japanese town, and burned it to the ground. The bad news is that other bats flew to the operational airfield—and its hangars, and control tower, and barracks, and offices. Because the project was so secret, the team did not have firefighters on hand—this would have looked too conspicuous. Even the commander of the Carlsbad base was not in the “need to know,” so when he showed up with his fire team, he was prohibited from entering his own facility. He—and everyone else—just had to wait and watch the airfield burn.

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They used their own prior knowledge of the facilities, and followed UN data leads. On their return, they reported that there were no WMDs in Iraq. By contrast, they described sites they had seen in Israel on other trips, where they were able to identify Israeli WMD sites. They knew where the sites in Iraq had been, and what they needed to look like. But there were now none in Iraq. In January 2003 Mbeki sent a team to Washington ahead of a meeting between Bush and Blair to explain the findings to the Bush Administration and appeal for peace. South Africa’s delegation in Washington did not make headway.

If you have arranged a free OSHA assistance visit to your facility and the management team insists on its cancellation, you are likely working in a known biologically toxic environment.

With the benefit of hindsight, it was clear that astronomy management teams were lying through silence to their workers regarding the toxicity of their high altitude astronomical facilities.

The observatory management team were advised not to allow an infant to stay at the high altitude observatory by their observatory director and the National Optical Astronomical Observatory (NOAO) health and safety manager. They ignored both of them and allowed the infant to stay at the industrialized research facility. The industrial facility was regarded as health and safety risk to the infant and had infestations of rodents and scorpions. It was regularly sprayed with pesticides by pest control.

Reflecting later on how her team had mobilized to right the ship, Slate said, “The greatest thing is you get it done without somebody from the top saying, ‘This is what you’re going to do.’ The idea came from the ground floor, based on a shared assessment of what we needed. We’re all responsible for the financial performance of our facility.” 5 An oft-repeated mantra at Nucor is that decisions should be “pushed down to the lowest level.” It’s no surprise, then, that the company has a miniscule corporate center—about a hundred people occupying two floors of a nondescript office building on the outskirts of Charlotte, North Carolina. Head office acts as the corporate bank, reviewing major capital requests, and also sets a few basic rules such as base salary levels and minimum performance standards for the divisions.

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As we reasoned, if our Chinese operations couldn’t beat their local competitors in China, how would we beat them when these local players eventually matured and expanded to developed markets? We started hiring talented Chinese locals for leadership positions, rather than bringing in expats, and developing more local sourcing for our products. Whereas companies tend to take a big brother approach, with corporate or business headquarters dictating solutions and reserving the right to sign off on projects, we gave our teams in China more autonomy and control as they became more capable. Our strategy of locating R&D facilities in developing countries helped us as well, not just because we could squeeze more value out of our R&D spending, but because we built up local expertise capable of designing products with features and specifications that local consumers wanted and that compared well with the offerings of local competitors.

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

Over the years, as it became my responsibility to evaluate and hire new people for my unit, I developed a profile of what I wanted in a profiler. At first, I went for strong academic credentials, figuring an understanding of psychology and organized criminology was most important. But I came to realize degrees and academic knowledge weren’t nearly as important as experience and certain subjective qualities. We have the facilities to fill in any educational gaps through fine programs at the University of Virginia and the Armed Forces Institute of Pathology. What I started looking for was “right-brained,” creative-type thinkers. There are many positions within the FBI and law enforcement in general where engineering or accounting types do the best, but in profiling and investigative analysis, that kind of thinker would probably have some difficulty. Contrary to the impression given in such stories as The Silence of the Lambs, we don’t pluck candidates for the Investigative Support Unit right out of the Academy. Since our first book, Mindhunter was published, I’ve had many letters from young men and women who say they want to go into behavioral science in the FBI and join the profiling team at Quantico. It doesn’t work quite that way. First you get accepted by the Bureau, then you prove yourself in the field as a first-rate, creative investigator, then we recruit you for Quantico. And then you’re ready for two years of intensive, specialized training before you become a full-fledged member of the unit. A good profiler must first and foremost show imagination and creativity in investigation. He or she must be willing to take risks while still maintaining the respect and confidence of fellow agents and law enforcement officers. Our preferred candidates will show leadership, won’t wait for a consensus before offering an opinion, will be persuasive in a group setting but tactful in helping to put a flawed investigation back on track. For these reasons, they must be able to work both alone and in groups.

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invitation of the New York Athletic Club to use its training facilities, in a nearby suburb on Long Island Sound, and quickly slipped out of Princeton. As the boys—now officially the U.S. eight-oared Olympic rowing team—settled in at Travers Island they were, largely unbeknownst to them, beginning to become national celebrities. Back home in Seattle, they were already full-blown superstars. Eastern coaches and sportswriters had been following them with increasing interest ever since their freshman victory at

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