Happening Senior Quotes

When blame inevitably arises, the most senior people in the room should repeat this mantra: if a mistake happens, shame on us for making it so easy to make that mistake.

Old men are dangerous: it doesn't matter to them what is going to happen to the world.

In the darkest hour of winter, when the starlings had all flown away, Gretel Samuelson fell in love. It happened the way things are never supposed to happen in real life, like a sledgehammer, like a bolt from out of the blue. One minute she was a seventeen year-old senior in high school waiting for a Sicilian pizza to go; the next one she was someone whose whole world had exploded, leaving her adrift in the Milky Way, so far from earth she was walking on stars.

After a while the Senior Wrangler said, "Do you know, I read the other day that every atom in your body is changed every seven years? New ones keep getting attached and old ones keep on dropping off. It goes on all the time. Marvelous, really." The Senior Wrangler could do to a conversation what it takes quite thick treacle to do to the pedals of a precision watch. "Yes? What happens to the old ones?" said Ridcully, interested despite himself. "Dunno. They just float around in the air, I suppose, until they get attached to someone else." The Archchancellor looked affronted. "What, even wizards?" "Oh, yes. Everyone. It's part of the miracle of existence." "Is it? Sounds like bad hygiene to me," said the Archchancellor. "I suppose there's no way of stopping it?" "I shouldn't think so," said the Senior Wrangler, doubtfully. "I don't think you're supposed to stop miracles of existence." "But that means everythin' is made up of everythin' else," said Ridcully. "Yes. Isn't it amazing?

But no matter what happens, the earth keeps turning. Monday always comes and eventually, sometimes excruciatingly slowly, that Monday is followed by a Friday. You take tests, hand in papers you wrote at two in the morning the day they were due, and your shoes get worn out, and the pollen in the air increases so that you go through an entire package of tissues during the SATs, and you wander through the crowds at parties looking for Natalie Banks because you came with her, and you watch her take off for the backyard with a senior who seems to be in the backyard with a different girl at every party, and you learn to play chess with your dad, and you eat too much ice cream, and your favorite television drama has its two-hour season finale, and then suddenly the school year ends and you pack your bags for Tennessee.

On May 25, something unexpected happened. Police opened the school up so families of the library victims could walk through the scene. This served two functions: victims could face the crime scene with their loved ones, and revisiting the room might jar loose memories or clarify confusion. Three senior investigators stood by to answer questions and observe.

Let me tell you girls a story, short and sweet. In high school, I was a junior varsity cheerleader dating a senior who was up for football scholarships. I'd slept with him several times willingly. One night I wasn't in the mood, but he was. So he held me down and forced me. The few people I told about it - including my best friend - pointed out what would happen to him if I told. They stressed the fact that I hadn't been a virgin, that we were dating, that we'd had sex before. So I kept quiet. I never even told my mother. That boy put bruises on my body. I was crying and begging him to stop and he didn't. That's called rape, ladies.

Getting older happens suddenly. It's like swimming out to sea and realising that the shore you're making for isn't the shore where you started out.

I made him a promise." Kevin dragged his stare away from Neil's face to follow Andrew's progress. "He's waiting to see if I can keep it." "I don't understand." Kevin said nothing for so long Neil almost gave up waiting for an answer. Finally he explained, "Andrew on his drugs is useless, but Andrew off his drugs is worse. His high school counselor saw the difference between his junior and senior years and swore this medicine saved his life. A sober Andrew is…" Kevin thought for a moment, trying to remember her exact words, and crooked his fingers at Neil as he quoted, "destructive and joyless. "Andrew has neither purpose nor ambition," Kevin said. "I was the first person who ever looked at Andrew and told him he was worth something. When he comes off these drugs and has nothing else to hold him up I will give him something to build his life around." "He agreed to this?" Neil asked. "But he's fighting you every step of the way. Why?" "When I first said you would be Court, why were you upset with me?" "Because I knew it'd never happen," Neil said, "but I wanted it anyway." Kevin said nothing. Neil waited, then realized he'd answered his own question.

My conclusion: It was just that Joel, Elliot, Sheryl, and Mark didn’t give a fuck. Joel was a veteran of George W. Bush’s White House. An issue in Syria would be met by a wave of his hand and, “Drop a bomb on it. I don’t care.” A joke, but also who he was. He was the man in charge of those countries for Facebook. And when it came to Myanmar, those people just didn’t matter to him. He couldn’t be bothered. There was no greater principle ever offered. People outside big companies sometimes wonder and speculate about how these sorts of decisions happen. This is how it happened at Facebook. And it wasn’t just Joel. None of the senior leaders—Elliot or Sheryl or Mark—thought about this enough to put in place the kinds of systems we’d need, in Myanmar or other countries. They apparently didn’t care. These were sins of omission. It wasn’t the things they did; it was the things they didn’t do.

Until your senior leaders’ calendars align with the purpose, culture change isn’t happening.

Attempts to locate oneself within history are as natural, and as absurd, as attempts to locate oneself within astronomy. On the day that I was born, 13 April 1949, nineteen senior Nazi officials were convicted at Nuremberg, including Hitler's former envoy to the Vatican, Baron Ernst von Weizsacker, who was found guilty of planning aggression against Czechoslovakia and committing atrocities against the Jewish people. On the same day, the State of Israel celebrated its first Passover seder and the United Nations, still meeting in those days at Flushing Meadow in Queens, voted to consider the Jewish state's application for membership. In Damascus, eleven newspapers were closed by the regime of General Hosni Zayim. In America, the National Committee on Alcoholism announced an upcoming 'A-Day' under the non-uplifting slogan: 'You can drink—help the alcoholic who can't.' ('Can't'?) The International Court of Justice at The Hague ruled in favor of Britain in the Corfu Channel dispute with Albania. At the UN, Soviet Foreign Minister Andrei Gromyko denounced the newly formed NATO alliance as a tool for aggression against the USSR. The rising Chinese Communists, under a man then known to Western readership as Mao Tze-Tung, announced a limited willingness to bargain with the still-existing Chinese government in a city then known to the outside world as 'Peiping.' All this was unknown to me as I nuzzled my mother's breast for the first time, and would certainly have happened in just the same way if I had not been born at all, or even conceived. One of the newspaper astrologists for that day addressed those whose birthday it was: There are powerful rays from the planet Mars, the war god, in your horoscope for your coming year, and this always means a chance to battle if you want to take it up. Try to avoid such disturbances where women relatives or friends are concerned, because the outlook for victory upon your part in such circumstances is rather dark. If you must fight, pick a man! Sage counsel no doubt, which I wish I had imbibed with that same maternal lactation, but impartially offered also to the many people born on that day who were also destined to die on it.

When I was a senior in high school, I was playing in this local band in our town, and I really wanted to be a musician for a living, and it didn’t look like that was going to happen with my band. So, I enrolled in college and stuff. My senior year had ended, and I was going through the anxiety of like, ‘I guess I’m an adult now kind of’ and I was really yearning for a direction. And, I remember like sitting in my back one day, and I was praying alone, and I remember God said, just give up. Just let go of this worry and this need for direction and I will give you direction.

There is only one person to blame for this: me. I am the commander. I am responsible for the entire operation. As the senior man, I am responsible for every action that takes place on the battlefield. There is no one to blame but me. And I will tell you this right now: I will make sure that nothing like this ever happens to us again.

What's the worst that can happen?

This was not the first time that the world didn’t listen. In college I read Hitler’s Mein Kampf. Fourteen years before the first shot was fired, Hitler announced his plan to destroy the parliamentary system in Germany, to attack France and Eastern Europe, and to eliminate the Jews. Why, I asked the professor, did neither ordinary Germans voting in the Reichstag elections in July 1932, nor foreign leaders reacting to the rise of Nazism, believe him? Why was anyone surprised when he simply did what he said he would do? She had no answer. The fall of my senior year at Princeton, nineteen deeply religious young men flew planes into the World Trade Center and the Pentagon. During the decade before 9/11, Osama Bin Laden had shouted out his warnings of mass murder using all the means of modern communication. And still we were surprised when he did what he said he would do. So I suppose what happened here is that they said what they would do, and we did not listen. Then they did what they said they would do.

That was his senior year,” Jonah said. “He was such a handsome young man. Destined for greatness. It’s hard to live with all the sadness and anger that erupts when a tragic thing happens, like what took my Jacob.

Let us suppose that someone is writing a story. From the world of conventional signs he takes an azalea bush, plants it in a pleasant park. He takes a gold pocket watch from the world of conventional signs and places it under the azalea bush. He takes from the same rich source a handsome thief and a chastity belt, places the thief in the chastity belt and lays him tenderly under the azalea, not neglecting to wind the gold pocket watch so that its ticking will, at length, awaken the now-sleeping thief. From the Sarah Lawrence campus he borrows a pair of seniors, Jacqueline and Jemima, and sets them to walking in the vicinity of the azalea bush and the handsome, chaste thief. Jacqueline and Jemima have just failed the Graduate Record Examination and are cursing God in colorful Sarah Lawrence language. What happens next? Of course, I don't know.

I first used LSD in my freshman year of high school at a homecoming football game. A friend had taken it too, knew more about it than me, and when asked, told me to just stare at certain things. The friend pointed at a rail that had some paint chipped off it and said "Just look at that... it's trippy." I looked at the rail with some paint chipped off. Nothing happened. I was in front of the school after the game was over and must have been high because two friends were in front of me crying. I asked them why they were crying and they said because I had taken acid. "Are you going to tell my parents?" I asked. "I don't know," they said. I was afraid. On the way home someone in the car started screaming. We found an albino praying mantis in the car, stopped and let it out. In a friend's room, later, I was lying on the bed and seeing in the corners nets of colors beating. A Nirvana poster was surrounded by color and moving slightly. After this incident there are no memories of taking LSD until senior year of high school. No one paid enough attention to notice I wasn't getting dressed in the morning, just taking acid and going to school in my pajamas. I would walk in the hallways staring forward with a neutral facial expression. I was terribly depressed. My mom eventually found out.

We say, how did it happen? We ask ourselves.” The duke sniffs. “We ask ourselves, but by the steaming blood of Christ we have no bloody answer.” The steaming blood of Christ. It’s an oath worthy of Thomas Howard, the senior duke.

For her first summer vacation, my sister went to California with a couple of friends on a package tour put together by her agency. One of the members of the tour group was a computer engineer a year her senior, and she started dating him when they came back to Japan. This kind of thing happens all the time, but it's not for me. First of all, I hate package tours, and the thought of getting serious about somebody you meet in a group like that makes me sick.

Did it matter that we both drank coffee at night and both happened to go to Barcelona the summer after our senior year? In the long view, was it such a revelation that we were both ticklish and that we both liked dogs more than cats? Really, weren't these facts just placeholders until the long view could truly assert itself? We were painting by numbers, starting with the greens. Because that happened to be our favorite color. And this, we figured, had to mean something.

Guess I’ll never find out what happened between me and Rick Springfield at my senior prom on the moon. Which sucks, because we were just grinding on a zero gravity dance floor, and he was telling me that I was way cuter than Jessie’s girl.

Once Lola Pierotti earned $24,000 a year and worked long hours as an administrative assistant on Capitol Hill. Now she works longer hours and has even more responsibility- but no pay. What happened? Was she demoted? No, she just married the boss. Her bridegroom, of four years this month, was the senior Republican Senator from Vermont- George D. Aiken. "All he expects of me is that I drive his car, cook his meals, do his laundry and run his office," she enumerated, with a grin.

Every now and then, I'm lucky enough to teach a kindergarten or first-grade class. Many of these children are natural-born scientists - although heavy on the wonder side, and light on skepticism. They're curious, intellectually vigorous. Provocative and insightful questions bubble out of them. They exhibit enormous enthusiasm. I'm asked follow-up questions. They've never heard of the notion of a 'dumb question'. But when I talk to high school seniors, I find something different. They memorize 'facts'. By and large, though, the joy of discovery, the life behind those facts has gone out of them. They've lost much of the wonder and gained very little skepticism. They're worried about asking 'dumb' questions; they are willing to accept inadequate answers, they don't pose follow-up questions, the room is awash with sidelong glances to judge, second-by-second, the approval of their peers. They come to class with their questions written out on pieces of paper, which they surreptitiously examine, waiting their turn and oblivious of whatever discussion their peers are at this moment engaged in. Something has happened between first and twelfth grade. And it's not just puberty. I'd guess that it's partly peer pressure not to excel - except in sports, partly that the society teaches short-term gratification, partly the impression that science or mathematics won't buy you a sports car, partly that so little is expected of students, and partly that there are few rewards or role-models for intelligent discussion of science and technology - or even for learning for it's own sake. Those few who remain interested are vilified as nerds or geeks or grinds. But there's something else. I find many adults are put off when young children pose scientific questions. 'Why is the Moon round?', the children ask. 'Why is grass green?', 'What is a dream?', 'How deep can you dig a hole?', 'When is the world's birthday?', 'Why do we have toes?'. Too many teachers and parents answer with irritation, or ridicule, or quickly move on to something else. 'What did you expect the Moon to be? Square?' Children soon recognize that somehow this kind of question annoys the grown-ups. A few more experiences like it, and another child has been lost to science.

Look. So far—so far just today— I have coped with discovering the skin of a senior Librarian, with running into a trap of chaos energies, with an attack by alligators, with an encounter with Alberich himself, and with an attempt to drown us in the Thames. And you have the nerve, the insolence, the undiluted gall”— she could hear her voice rising, and at this point she didn’t much care— “to expect me to throw my hands up in the air and run round in little circles just because you happen to be a dragon?

My recommendation is to keep up the good work. I’m changing your title to senior executive assistant, and giving you a three percent raise effective next payday. Congratulations.” Wow, three percent. I could move up that early retirement plan to age seventy-five now, instead of eighty. Lucky me. Thank you,” I said. “That’s very generous.” You’re quite welcome.” Ms. Saunders nodded and grabbed a gold-plated letter opener to begin attacking her stack of mail. I turned to leave. Didn’t want to outstay my welcome. Damn it!” she exclaimed, and I turned back around. She winced and nodded at the letter opener that she’d dropped to her desktop. “Damn thing slipped. I’m probably going to need stitches now. Can you be a dear and fetch the first-aid kit for me?” She held her left index finger and frowned at the steady flow of blood oozing out. A few small drops of red splashed onto the other letters spread out on the desk. I felt woozy. And suddenly dizzy. I blinked. When I opened my eyes, I was no longer standing by the door about to leave. I was crouched down next to Ms. Saunders’s imported black leather chair, grasping her wrist tightly…… and sucking noisily on her fingertip. I shrieked and let go of her, staggering backward. I grabbed at her desk to keep from falling, but I dropped on my butt, anyhow, taking most of the contents of the top of her desk with me. She held her injured finger far away from her and stared at me, wide-eyed, with a mixture of shock and disgust. I scrambled to my feet and wiped my mouth with the back of my hand. What in the holy hell just happened? I… I… uh… I’m so sorry,” I managed. “I don’t know what… I wouldn’t normally do something… I just…” Ms. Saunders pulled her hand close to her chest, perhaps to protect it from further abuse. Get out,” she said quietly. Yeah, I’ll get back to work. Again, I’m so, so sorry. Would you like me to bring you a cup of coffee?” No, not to your desk,” she said evenly, but her volume increased with every word. “Get out of here, you freak. I don’t care what you’ve heard, I’m not into women. You’re fired. Now get out of here before I call security.” But… my job review—” Get out!” she yelled.

As an undergraduate, I majored in biology, with an emphasis on oceanography. I studied jellyfish, drifters, all things buffeted about in the sea. As a senior, I discovered literature. I was feeling weird. A lot. I went to the doctor. He said I was losing my mind. I forget what he said. Something about meds. Something. I walked out the door. I went to the doctor. He said I was fine. Different versions—same story. I’m always thinking. * * How casually we toss off a life—stepping on ants as we go on, swatting small bugs that happen to alight on the skin of our bare forearm.

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I’ve said this earlier but it’s worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, “I hope you will let it go,” about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to almost be darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

Senior officers in First Army would spend the rest of their lives trying to explain the tactical logic behind the Hürtgen battle plan. “All we could do was sit back and pray to God that nothing would happen,” General Thorson, the operations officer, later lamented. “It was a horrible business, the forest.… We had the bear by the tail, and we just couldn’t turn loose.

There’s our homecoming picture. Last Halloween, when I dressed up as Mulan and Peter wore a dragon costume. There’s a receipt from Tart and Tangy. One of his notes to me, from before. If you make Josh’s dumb white-chocolate cranberry cookies and not my fruitcake ones, it’s over. Pictures of us from Senior Week. Prom. Dried rose petals from my corsage. The Sixteen Candles picture. There are some things I didn’t include, like the ticket stub from our first real date, the note he wrote me that said, I like you in blue. Those things are tucked away in my hatbox. I’ll never let those go. But the really special thing I’ve included is my letter, the one I wrote to him so long ago, the one that brought us together. I wanted to keep it, but something felt right about Peter having it. One day all of this will be proof, proof that we were here, proof that we loved each other. It’s the guarantee that no matter what happens to us in the future, this time was ours. When he gets to that page, Peter stops. “I thought you wanted to keep this,” he said. “I wanted to, but then I felt like you should have it. Just promise you’ll keep it forever.” He turns the page. It’s a picture from when we took my grandma to karaoke. I sang “You’re So Vain” and dedicated it to Peter. Peter got up and sang “Style” by Taylor Swift. Then he dueted “Unchained Melody” with my grandma, and after, she made us both promise to take a Korean language class at UVA. She and Peter took a ton of selfies together that night. She made one her home screen on her phone. Her friends at her apartment complex said he looked like a movie star. I made the mistake of telling Peter, and he crowed about it for days after. He stays on that page for a while. When he doesn’t say anything, I say, helpfully, “It’s something to remember us by.” He snaps the book shut. “Thanks,” he says, flashing me a quick smile. “This is awesome.

Without ever discussing it or making a conscious shift, we reflexively engaged one another in meetings. This did not mean we always agreed with one another; some of my most heartfelt arguments were with my fellow female Senior Directors. But we took one another's ideas seriously. This meant never leaving them simply hanging in the air, which typically happened in large group discussions.

I squeezed through a horde of gum-snapping girls I recognized as seniors from my school. “He did not say that!” “Yes, he did! And you wouldn’t believe what she said!” Please, someone tell me I wouldn’t be that annoying if I had girlfriends. “Sure, you will be.” I whipped around and nearly got a faceful of cotton candy. I moved the purple sugar cloud to the side and glared at my mother. She wore a white, short-sleeved blouse and a patchwork skirt. “You have to stop listening in on my thoughts without my permission, Mom. It’s not cool.” She shoved a piece of cotton candy in my mouth to shut me up. “I didn’t do it on purpose, Clarity. I was strolling along listening in to the crowd.” “Pick up anything interesting?” “Actually, I did. That detective’s son can’t stop checking out your legs. He loves this little pink dress you’ve got on. So much so that he’s actually mad at himself for it.” She shook her head. I blushed. “Did you happen to pick up anything important?” “Like a man walking along thinking, ‘I killed Victoria Happel’?” “Exactly.” “No such luck. But dear, people don’t wander around thinking about their biggest secrets all the time. The killer could be standing right next to me and all I might pick up from him is how he wants to buy some barbequed chicken.” “Have you seen Billy Rawlinson or Frankie Creedon?” I asked. Distaste turned her mouth down. “No. Why are you looking for those scoundrels?” “Billy might be a witness in the case. Or a suspect.” “I’ll keep my eyes out and my mind open.” “Thanks,” I said. “Enjoy invading everyone’s privacy.

And, caught in a Communist trap, the moral courage of some leaders grew less. The pressure on Tokyo to hold down the loss never ceased. In Korea, on tile ground, it intensified. It was no longer possible to permit juniors any latitude, or any possibility for error. What Boatner foresaw happened. Soon battalion commanders led platoons, and general officers directed company actions, for the loss of one patrol could ruin the career of a colonel. In one way, it was an efficient system. It worked, for the lines were stable, and no senior officer had enough to do. But the damage done to the Army command structure would be long in healing. If a new war came someday, there would be colonels and generals—who had been lieutenants and captains in Korea—who had their basic lessons still to learn.

How could sixty-two million people vote for someone they heard on tape bragging about repeated sexual assault? How could he attack women, immigrants, Muslims, Mexican Americans, prisoners of war, and people with disabilities—and, as a businessman, be accused of scamming countless small businesses, contractors, students, and seniors—and still be elected to the most important and powerful job in the world?

Every now and then, I’m lucky enough to teach a kindergarten or first-grade class. Many of these children are natural-born scientists—although heavy on the wonder side and light on skepticism. They’re curious, intellectually vigorous. Provocative and insightful questions bubble out of them. They exhibit enormous enthusiasm. I’m asked follow-up questions. They’ve never heard of the notion of a “dumb question.” But when I talk to high school seniors, I find something different. They memorize “facts.” By and large, though, the joy of discovery, the life behind those facts, has gone out of them. They’ve lost much of the wonder, and gained very little skepticism. They’re worried about asking “dumb” questions; they’re willing to accept inadequate answers; they don’t pose follow-up questions; the room is awash with sidelong glances to judge, second-by-second, the approval of their peers. They come to class with their questions written out on pieces of paper, which they surreptitiously examine, waiting their turn and oblivious of whatever discussion their peers are at this moment engaged in. Something has happened between first and twelfth grade, and it’s not just puberty. I’d guess that it’s partly peer pressure not to excel (except in sports); partly that the society teaches short-term gratification; partly the impression that science or mathematics won’t buy you a sports car; partly that so little is expected of students; and partly that there are few rewards or role models for intelligent discussion of science and technology—or even for learning for its own sake. Those few who remain interested are vilified as “nerds” or “geeks” or “grinds.

And it wasn’t just one warning. Eight years before the Panel on Climate Change’s report, an assessment of global warming’s impacts in New York City had also cautioned of potential flooding. “Basically pretty much everything that we projected happened,” says Cynthia Rosenzweig, a senior research scientist at NASA’s Goddard Institute for Space Studies, the cochair of the Panel on Climate Change and coauthor of that 2001 report.

The most exciting things to happen in Dullsville in my lifetime, in chronological order: 1. The 3:10 train jumped its tracks, spilling boxes of Tootsie Rolls, which we devoured. 2. A senior flushed a cherry bomb down the toilet, exploding the sewage line, closing school for a week. 3. On my sixteenth birthday a family rumored to be vampires moved into the haunted mansion on top of Benson Hill! -Vampire Kisses: The Beginning

The seniors look my way before they leave. One girl, not the cheerleader, nods her head, and says, "Way to go. I hope you're OK." With hours left in the school year, I have suddenly become popular. Thanks to the big mouths on the lacrosse team, everybody knew what happened before sundown. Mom took me to the hospital to stitch up the cut on my hand. When we got home, there was a message on the machine from Rachel. She wants me to call her.

There was a lot of angst about it. It was sort of viewed as, These folks don’t know what they’re talking about. If losses go to ten percent there will be, like, a million homeless people.” (Losses in the pools Hubler’s group had bet on would eventually reach 40 percent.) As a senior Morgan Stanley executive outside Hubler’s group put it, “They didn’t want to show you the results. They kept saying, That state of the world can’t happen.” It

Deep down, Story Easton knew what would happen if she attempted to off herself—she would fail It was a matter of probability. This was not a new thing, failure. She was, had always been, a failure of fairy-tale proportion. Quitting wasn’t Story’s problem. She had tried, really tried, lots of things during different stages of her life—Girl Scours, the viola, gardening, Tommy Andres from senior year American Lit—but zero cookie sales, four broken strings, two withered azalea bushes, and one uniquely humiliating breakup later, Story still had not tasted success, and with a shriveled-up writing career as her latest disappointment, she realized no magic slippers or fairy dust was going to rescue her from her Anti-Midas Touch. No Happily Ever After was coming. So she had learned to find a certain comfort in failure. In addition to her own screw-ups, others’ mistakes became cozy blankets to cuddle, and she snuggled up to famous failures like most people embrace triumph. The Battle of Little Bighorn—a thing of beauty. The Bay of Pigs—delicious debacle. The Y2K Bug—gorgeously disappointing fuck-up. Geraldo’s anti-climactic Al Capone exhumation—oops! Jaws III—heaven on film. Tattooed eyeliner—eyelids everywhere, revolting. Really revolting. Fat-free potato chips—good Lord, makes anyone feel successful.

And if that's the case -- if we are our remembering selves -- then it matters far less how we feel moment to moment with our children. They play rich and crucial roles in our life stories, generating both outsize highs and outsize lows. Without such complexity, we don't feel like we've amounted to much. "You don't have a good story until something deviates from the expected," says McAdams. "And raising children leads to some pretty unexpected happenings.

She raised her eyes to the heavens and asked God for a miracle to happen to help her escape the troubles at home. Actually, Emily wasn’t sure whom exactly she was talking to, whoever or whatever was there in the sky, and yet she, for some reason, couldn’t remember for sure when and how she discovered this magic way to change the reality, but intuitively, she felt some unexplainable and very strong soul-to-soul connection to whatever warmhearted senior forces she was talking to.

We are asleep again, while North Korea tests nuclear weapons and ballistic missiles, Iran is not far behind, and ISIS, a movement as brutal and psychotic as Nazism, emerges. It had never been my intention to write a sequel to One Second After, but wherever I spoke that was always a question: What happens next? I resisted for five years; my publisher, Tom Doherty, and his senior editor Bob Gleason dropping major “hints” that they wanted more. During those years I did give them a book which

The system left the Navy captain, Air Force major, or whoever happened to be on duty answering the phone in the Pentagon’s Joint War Room to choose the presidential successor. “A judgment [would] be made by the senior officer on duty in the JWR as to when he has in fact received a communication from the senior non-incapacitated member of the list,” the report explained. “The possibility exists that the man to wield Presidential authority in dire emergency might in fact be selected by a single field grade military officer.” Moreover,

It was Day Three, Freshman Year, and I was a little bit lost in the school library,looking for a bathroom that wasn't full of blindingly shiny sophomores checking their lip gloss. Day Three.Already pretty clear on the fact that I would be using secondary bathrooms for at least the next three years,until being a senior could pass for confidence.For the moment, I knew no one,and was too shy to talk to anyone. So that first sight of Edward: pale hair that looked like he'd just run his hands through it, paint-smeared white shirt,a half smile that was half wicked,and I was hooked. Since, "Hi,I'm Ella.You look like someone I'd like to spend the rest of my life with," would have been totally insane, I opted for sitting quietly and staring.Until the bell rang and I had to rush to French class,completely forgetting to pee. Edward Willing.Once I knew his name, the rest was easy.After all,we're living in the age of information. Wikipedia, iPhones, 4G ntworks, social networking that you can do from a thousand miles away.The upshot being that at any given time over the next two years, I could sit twenty feet from him in the library, not saying a word, and learn a lot about him.ENough, anyway, for me to become completely convinced that the Love at First Sight hadn't been a fluke. It's pretty simple.Edward matched four and a half of my If My Prince Does, In Fact, Come Someday,It Would Be Great If He Could Meet These Five Criteria. 1. Interested in art. For me, it's charcoal. For Edward, oil paint and bronze. That's almost enough right there. Nice lips + artist= Ella's prince. 2. Not afraid of love. He wrote, "Love is one of two things worth dying for.I have yet to decide on the second." 3.Or of telling the truth. "How can I believe that other people say if I lie to them?" 4.Hot. Why not?I can dream. 5.Daring. Mountain climbing, cliff dying, defying the parents. Him, not me. I'm terrified of an embarrassing number of things, including heights, convertibles, moths, and those comedians everyone loves who stand onstage and yell insults at the audience. 5, subsection a. Daring enough to take a chance on me.Of course, in the end, that No. 5a is the biggie. And the problem. No matter how muuch I worshipped him,no matter how good a pair we might have been,it was never, ever going to happen. To be fair to Edward,it's not like he was given an opportunity to get to know me. I'm not stupid.I know there are a few basic truths when it comes to boys and me. Truth: You have to talk to a boy-really talk,if you want him to see past the fact that you're not beautiful. Truth: I'm not beautiful. Or much of a conversationalist. Truth: I'm not entirely sure that the stuff behind the not-beautiful is going to be all that alluring, either. And one written-in-stone, heartbreaking truth about this guy. Truth:Edward Willing died in 1916.

We knew that some guys that looked as though they were al-Qaeda-associated were traveling to KL,” said a senior CIA official, referring to Kuala Lumpur. “We didn’t know what they were going to do there. We were trying to find that. And we were concerned that there might be an attack, because it wasn’t just Mihdhar and Hazmi, it was also ‘eleven young guys’—which was a term that was used for operatives traveling. We didn’t have the names of the others, and on Hazmi we only had his first name, ‘Nawaf.’ So the concern was: What are they doing? Is this a prelude to an attack in KL—what’s happening here?

Welcome to part one of my author’s note: the inspiration behind this book. Just a few years ago, the wildest thing ever happened to me. During my senior year, Tom Holland secretly enrolled in my high school, the Bronx High School of Science, as an undercover student to learn more about American high schools for his upcoming role as Spider-Man. I was lucky enough to meet and talk to him during his time there (literally still reeling in shock if we’re being honest because w h a t), and I’ve always treasured that experience. Since then, an idea has lingered in the back of my head—wouldn’t this be such an incredible concept for a book?

The true test for a good brief,” Jocko continued, “is not whether the senior officers are impressed. It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bullshit. Does any of that complex crap help one of your SEAL machine gunners understand what he needs to do and the overall plan for what will happen on this operation?” “No,” I responded. “Far from it!” Jocko continued. “In fact, it’s confusing to them. You need to brief so that the most junior man can fully understand the operation—the lowest common denominator. That’s what a brief is. And that is what I want you to do.

when someone is not leading you, then you lead them. You pick up the slack for their weakness. My leader doesn’t want to come up with a plan? That’s okay. I will. My leader doesn’t want to give a brief? That’s fine. I will. My leader doesn’t want to mentor the younger troops? That’s okay. I will do it. My leader doesn’t want to take the blame when something goes wrong? That’s fine with me. I’m going to take the blame. And you have to think about that one. That one can be tricky because you think to yourself, “If I take the blame, I’m going to look bad. I’m going to look bad in front of the team and in front of the more senior boss—my weak boss’s boss.” But think about it from a leader’s perspective. Let’s say the mission was a failure, and the boss comes in to find out what happened. Listen to the way this situation plays out: I’m the guy that was in charge of the mission and I say, “Sorry, boss, we failed. But it wasn’t my fault. It was his fault,” and I point the finger at someone else. Now imagine that the guy I pointed the finger at says, “Yes. It was my fault. Here’s what happened. Here are the mistakes I made. And here is what I am going to do to fix the situation next time.” Who does the senior boss respect more? The guy who blamed someone or the guy who took responsibility—the guy that took ownership? Of course, it is the guy that takes ownership of

Megan Meade’s Guide to the McGowan Boys Entry One Observation #1: When they’re beautiful, they know they’re beautiful. Like the second-to-oldest one, Evan. He’s a senior. He is perfection personified. And he knows it. You can tell because he just sort of smiles knowingly when you gape at him. Not that I’ve been gaping at him. Not at all. Anyway, too soon yet to tell if it negatively affects his behavior. (Like Mike Blukowsi and his Astrodome-sized ego problem.) Observation #2: They like skin. Especially skin they think they’re not necessarily supposed to be seeing. Like the space between your belly tee and your waistband. Observation #3: They have no problem bringing up events that would mortify me into shamed silence if the roles were reversed. Like Evan totally brought up the wiffleball bat incident, when if that had happened to me, I’d be wishing on every one of my birthday cakes for everyone to forget it. Observation #4: They gossip. Can you believe it? I overheard Finn and Doug in the backyard talking about some girl named Dawn who blew off some guy named Simon for some other guy named Rick for like TWENTY MINUTES! They sounded like those old mole-hair ladies at Sal’s Milkshakes. ‘Member the ones who lectured us for a whole hour that day about how young women shouldn’t wear shorts? Wait, okay, I got sidetracked. Observation #5: The older ones are so cute with the younger ones. They were playing ultimate Frisbee when I first got here and Evan totally let Caleb and Ian tackle him. It was soooooo cute. **sigh.** Observation #6: They’re cliquey. I mean, eye-rolling, secret-handshake, don’t-talk-to-us-unless-you’ve-got-an-X-and-a-Y cliquey. Very schooled in the art of the freeze-out. Observation #7: They have no sense of personal space. I need a lock on my door. STAT. Observation #8: Boys are icky. Do not even get me started on the state of the bathroom. I’m thinking of calling in a haz-mat team. Seriously. Observation #9: They have really freaky things going on down there. Yeah, I don’t think I’m ready to elaborate on that one yet. Observation #10: They know how to make enemies. Big time.

Since Modi’s ascension to office, what has happened in the ED, which had registered a preliminary case against Adani in Ahmedabad and was handed details of DRI findings, is illustrative. The officer heading the Ahmedabad branch of the directorate was raided by the CBI, which accused him of possessing disproportionate assets. It failed to prove anything at all, despite months of investigation. The two senior-most officers in the Mumbai regional office, who oversaw the investigations in Ahmedabad, were forced out of the agency. The tenure of Rajan S. Katoch, who was heading the directorate when the case was opened, also ended abruptly. Apart from the Adani case, the Ahmedabad ED investigators were also pursuing some of the biggest money launderers of Gujarat.

We were both seniors in college when we learned she had cancer. By then we weren’t at St. Thomas anymore. We’d both transferred to the University of Minnesota after that first year—she to the Duluth campus, I to the one in Minneapolis—and, much to our amusement, we shared a major. She was double majoring in women’s studies and history, I in women’s studies and English. At night, we’d talk for an hour on the phone. I was married by then, to a good man named Paul. I’d married him in the woods on our land, wearing a white satin and lace dress my mother had sewn. After she got sick, I folded my life down. I told Paul not to count on me. I would have to come and go according to my mother’s needs. I wanted to quit school, but my mother ordered me not to, begging me, no matter what happened, to get my degree. She herself took what she called a break. She only needed to complete a couple more classes to graduate, and she would, she told me. She would get her BA if it killed her, she said, and we laughed and then looked at each other darkly. She’d do the work from her bed. She’d tell me what to type and I’d type it. She would be strong enough to start in on those last two classes soon, she absolutely knew. I stayed in school, though I convinced my professors to allow me to be in class only two days each week. As soon as those two days were over, I raced home to be with my mother. Unlike Leif and Karen, who could hardly bear to be in our mother’s presence once she got sick, I couldn’t bear to be away from her. Plus, I was needed. Eddie was with her when he could be, but he had to work. Someone had to pay the bills.

Two months before the funeral, the real estate website Redfin looked at the statistics and concluded that 83 percent of California's homes, and 100 percent of San Francisco's, were unaffordable on a teacher's salary. What happens to a place where the most vital workers cannot afford to live in it? Displacement has contributed to deaths, particularly of the elderly - and many in their eighties and nineties have been targeted with eviction from their homes of many decades. In the two years since Nieto's death, there have been multiple stories of seniors who died during or immediately after their eviction. A survey reported that 71 percent of the homeless in San Francisco used to be housed there. Losing their homes makes them vulnerable to a host of conditions, some of them deadly. Gentrification can be fatal.

I noticed on your profile that you said you loved Charlotte’s Web. So it was something we talked about on that first date, about how the word radiant sealed it for each of us, and how the most heartbreaking moment isn’t when Charlotte dies, but when it looks like all of her children will leave Wilbur, too. In the long view, did it matter that we shared this Did it matter that we both drank coffee at night and both happened to go to Barcelona the summer after our senior year? In the long view, was it such a revelation that we were both ticklish and that we both liked dogs more than cats? Really, weren’t these facts just placeholders until the long view could truly assert itself? We were painting by numbers, starting with the greens. Because that happened to be our favorite color. And this, we figured, had to mean something.

After almost eighteen months of trying to convince Kiran to dilute her stakes, a large delegation, which included the global head of R&D at Unilever and his team, came to Bengaluru. In the opening meeting, Kiran gave a presentation, and her first slide, memorable to many, declared that there were three types of companies: # Companies which make things happen # Companies which watch things happen # Companies which wonder what happened Biocon India, she said, was the first type of company and Unilever was the third type. That in-your-face presentation left everyone stunned. ‘We didn’t know where to look. There were board members, some senior managers and the head of Hindustan Unilever. Those days we did not have [smart] phones to fiddle with, we just went red in the face,’ recalls Bharadwaj. If egos were bruised, nobody showed it.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

What’s the magic number of candidates then? I worked with our firm’s research center in India on a massive analysis to study the relationship between how many people we had presented to our clients in thousands of executive searches all over the world and the “stick rate” of the one hired—that is, how many years he or she had stayed at the company, either in the original position or moving up to a more senior role. My expectation was that a larger pool of people interviewed would increase the stick rate, and that happened up to a point. But after three or four candidates, it rapidly declined, confirming that too many options generate suboptimal decisions. So three to four seems to be the right number, just as it is with the interviewers you involve in your key people decisions. But wait: Weren’t Kepler and Darwin out of this range with their eleven

men were murdered in the CHAZ. The creation of so-called “autonomous zones” also happened in Minneapolis and Portland, Oregon. These were not spontaneous hippie gatherings. They were the direct outgrowth of the ideology of hard-left groups. Autonomous zones are part of a strategy, however ill-conceived, to challenge and overthrow the elected authorities. “For the most part, you’re looking at an ideology of autonomism which is bottom-up Marxist organizing.… This was an ideology that came out of… Italy and Germany in the late 60s, early 70s,” Kyle Shideler, director and senior analyst for Homeland Security and Counterterrorism at the Center for Security Policy, observed. “It was influential with the [terrorist groups] Red Brigades and the Red Army Faction, and you still see this in their language. When [American protesters] talk about autonomous action or setting up an autonomous zone, that’s what they’re referring to.”72

As for why those three men were chosen, it just so happened that the firemen drained the basement as Ananenko and his two colleagues came on shift. Baranov was the most senior shift manager, so it was he who decided that Ananenko and Bezpalov should turn the valves, and he would accompany them as their observer/rescuer. The men entered the basement in wetsuits, radioactive water up to their knees in places, in a corridor stuffed with myriad pipes and valves. Each man carried two dosimeters: one strapped to the chest, the other near the ankle. When they entered the main basement corridor, Baranov remained near the entrance while Ananenko followed the pipe he believed to be for the pool. He was correct. His fears that he would not find the correct valve in a darkened maze of concrete and metal proved unfounded, so too was his concern that the valves would be jammed. The water drained away and the men returned to the light.

Like, he’s pretty sure he’s straight. He can pinpoint moments throughout his life when he thought to himself, See, this means I can’t possibly be into guys. Like when he was in middle school and he kissed a girl for the first time, and he didn’t think about a guy when it was happening, just that her hair was soft and it felt nice. Or when he was a sophomore in high school and one of his friends came out as gay, and he couldn’t imagine ever doing anything like that. Or his senior year, when he got drunk and made out with Liam in his twin bed for an hour, and he didn’t have a sexual crisis about it—that had to mean he was straight, right? Because if he were into guys, it would have felt scary to be with one, but it wasn’t. That was just how horny teenage best friends were sometimes, like when they would get off at the same time watching porn in Liam’s bedroom … or that one time Liam reached over, and Alex didn’t stop him. He

Parenting pressures have resculpted our priorities so dramatically that we simply forget. In 1975 couples spent, on average, 12.4 hours alone together per week. By 2000 they spent only nine. What happens, as this number shrinks, is that our expectations shrink with it. Couple-time becomes stolen time, snatched in the interstices or piggybacked onto other pursuits. Homework is the new family dinner. I was struck by Laura Anne’s language as she described this new reality. She said the evening ritual of guiding her sons through their assignments was her “gift of service.” No doubt it is. But this particular form of service is directed inside the home, rather than toward the community and for the commonweal, and those kinds of volunteer efforts and public involvements have also steadily declined over the last few decades, at least in terms of the number of hours of sweat equity we put into them. Our gifts of service are now more likely to be for the sake of our kids. And so our world becomes smaller, and the internal pressure we feel to parent well, whatever that may mean, only increases: how one raises a child, as Jerome Kagan notes, is now one of the few remaining ways in public life that we can prove our moral worth. In other cultures and in other eras, this could be done by caring for one’s elders, participating in social movements, providing civic leadership, and volunteering. Now, in the United States, child-rearing has largely taken their place. Parenting books have become, literally, our bibles. It’s understandable why parents go to such elaborate lengths on behalf of their children. But here’s something to think about: while Annette Lareau’s Unequal Childhoods makes it clear that middle-class children enjoy far greater success in the world, what the book can’t say is whether concerted cultivation causes that success or whether middle-class children would do just as well if they were simply left to their own devices. For all we know, the answer may be the latter.

The typical home owner suffers a minimum loss of nearly $2,000 in stolen goods or property damage. Burglary is a more common crime that is committed by criminals, says Charles Sczuroski, a former police officer and now senior trainer for the National Crime Prevention Council. Burglary is one of the easiest crimes to prevent, but if it happens at your home or in your office, you can lose a lot of possessions. A break-in, even when you're not there, has really bad impact on you and your families? sense where they feel insecure. There are steps you can take to prevent break INS in your home or in your business. You should have a professional company like Digital Surveillance install security cameras and alarm system at your home or business, so you can monitor when you are away. Footage from Security cameras can be used to prosecute the intruders and get them off streets. CCTV Security Cameras Installation gives you peace of mind and a feel of relaxation weather you are at home or not but you are still able to see what's happening in your absence.

How do you build peaks? You create a positive moment with elements of elevation, insight, pride, and/ or connection. We’ll explore those final three elements later, but for now, let’s focus on elevation. To elevate a moment, do three things: First, boost sensory appeal. Second, raise the stakes. Third, break the script. (Breaking the script means to violate expectations about an experience—the next chapter is devoted to the concept.) Moments of elevation need not have all three elements but most have at least two. Boosting sensory appeal is about “turning up the volume” on reality. Things look better or taste better or sound better or feel better than they usually do. Weddings have flowers and food and music and dancing. (And they need not be superexpensive—see the footnote for more.IV) The Popsicle Hotline offers sweet treats delivered on silver trays by white-gloved waiters. The Trial of Human Nature is conducted in a real courtroom. It’s amazing how many times people actually wear different clothes to peak events: graduation robes and wedding dresses and home-team colors. At Hillsdale High, the lawyers wore suits and the witnesses came in costume. A peak means something special is happening; it should look different. To raise the stakes is to add an element of productive pressure: a competition, a game, a performance, a deadline, a public commitment. Consider the pregame jitters at a basketball game, or the sweaty-hands thrill of taking the stage at Signing Day, or the pressure of the oral defense at Hillsdale High’s Senior Exhibition. Remember how the teacher Susan Bedford said that, in designing the Trial, she and Greg Jouriles were deliberately trying to “up the ante” for their students. They made their students conduct the Trial in front of a jury that included the principal and varsity quarterback. That’s pressure. One simple diagnostic to gauge whether you’ve transcended the ordinary is if people feel the need to pull out their cameras. If they take pictures, it must be a special occasion. (Not counting the selfie addict, who thinks his face is a special occasion.) Our instinct to capture a moment says: I want to remember this. That’s a moment of elevation.

One of the strange things about living in the world is that it is only now and then one is quite sure one is going to live forever and ever and ever. One knows it sometimes when one gets up at the tender solemn dawn-time and goes out and stands alone and throws one's head far back and looks up and watches the pale sky slowly changing and flushing and marvelous unknown things happening until the East almost makes one cry out and one's heart stands still at the strange unchanging majesty of the rising of the sun—which has been happening every morning for thousands and thousands and thousands of years. One knows it then for a moment or so. And one knows it sometimes when one stands by oneself in a wood at sunset and the mysterious deep gold stillness slanting through and under the branches seems to be saying slowly again and again something one cannot quite hear, however much one tries. Then sometimes the immense quiet of the dark blue at night with millions of stars waiting and watching makes one sure; and sometimes a sound if far-off music makes it true; and sometimes a look in someone's eyes.

The farther back the bed, the older the child looked. The last few didn’t even look like children anymore, but petite senior citizens. Their faces were wrinkled and their hair was gray. “These must be the missing children!” Red gasped. “What’s happening to them?” Tootles asked. Red noticed that the walls were lined with empty coffins. She covered her mouth, and her eyes filled with tears. “Morina is draining their youth and beauty to make potions!” Red said. “She’s a monster!” Red and the Lost Boys stared around at the cursed children in disbelief. They wanted to free them from whatever enchantment was draining their life force, but they didn’t know how. They were too afraid to touch any of them. “Why are there empty beds?” Nibs asked. “Because they died,” said a voice that didn’t belong to Red or the Lost Boys. They looked around the basement to see where it was coming from. Propped up in the corner of the basement was a tall mirror with a silver frame, and to Red’s horror, Froggy was standing inside of it. “Charlie!” Red yelled, and ran to it. She placed both of her hands on the glass and Froggy put his webbed hands against hers. “Our dad’s a giant frog?” Nibs asked. “Hooray, our dad’s a frog!” “Red, who are these children?” Froggy asked. “And why are they calling me Dad?” “These are the Lost Boys of Neverland. I’ve adopted them for the time being—it’s a long story,” Red said. “Charlie, what are you doing inside a mirror?” “Morina put me in here so I would have to watch the children,” Froggy said sadly. “So how do we get you out?” Red asked. Froggy shook his head. “Magic mirrors are irreversible, my darling” he said. “I’m trapped just like the Evil Queen’s lover, but since the wishing spell doesn’t exist anymore, I’ll most likely be in here… forever.” Red fell to her knees and shook her head. She thought her heart was broken before, but it had shattered into so many pieces now, it might never heal again. “No…,” she whispered. “No, no, no…” Froggy became emotional at the sight of her. “I am so sorry, my love,” he cried. “You must take these children and leave before Morina gets back.” “I can’t leave you…,” Red cried. “There’s nothing we can do.” Froggy wept. “Morina wanted to separate us, and I’m afraid she has for good. The

I don’t know if I’ll get in at Stanford,” one premed said to me after he had sent in his application. “Or anywhere else,” he added. Another mentioned a different school, but the students’ worries were essentially the same. I seldom got involved in what I called freaking out, but this kind of talk happened often, especially during our senior year. One time when this freaking out was going on and I didn’t enter in, one of my friends turned to me, “Carson, aren’t you worried?” “No,” I said. “I’m going to the University of Michigan Medical School.” “How can you be so sure?” “It’s real simple. My father owns the university.” “Did you hear that?” he yelled at one of the others. “Carson’s old man owns the University of Michigan.” Several students were impressed. And understandably because they came from extremely wealthy homes. Their parents owned great industries. Actually, I had been teasing, and maybe it wasn’t playing fair. As a Chrisitan, I believe that God— my Heavenly Father— not only created the universe, but He controls it. And, by extension, God owns the University of Michigan and everything else. I never did explain.

We already have eight hundred million people living in hunger—and population is growing by eighty million a year. Over a billion people are in poverty—and present industrial strategies are making them poorer, not richer. The percentage of old people will double by 2050—and already there aren’t enough young people to care for them. Cancer rates are projected to increase by seventy percent in the next fifteen years. Within two decades our oceans will contain more microplastics than fish. Fossil fuels will run out before the end of the century. Do you have an answer to those problems? Because I do. Robot farmers will increase food production twentyfold. Robot carers will give our seniors a dignified old age. Robot divers will clear up the mess humans have made of our seas. And so on, and so on—but every single step has to be costed and paid for by the profits of the last.” He paused for breath, then went on, “My vision is a society where autonomous, intelligent bots are as commonplace as computers are now. Think about that—how different our world could be. A world where disease, hunger, manufacturing, design, are all taken care of by AI. That’s the revolution we’re shooting for. The shopbots get us to the next level, that’s all. And you know what? This is not some binary choice between idealism or realism, because for some of us idealism is just long-range realism. This shit has to happen. And you need to ask yourself, do you want to be part of that change? Or do you want to stand on the sidelines and bitch about the details?” We had all heard this speech, or some version of it, either in our job interviews, or at company events, or in passionate late-night tirades. And on every single one of us it had had a deep and transformative effect. Most of us had come to Silicon Valley back in those heady days when it seemed a new generation finally had the tools and the intelligence to change the world. The hippies had tried and failed; the yuppies and bankers had had their turn. Now it was down to us techies. We were fired up, we were zealous, we felt the nobility of our calling…only to discover that the general public, and our backers along with them, were more interested in 140 characters, fitness trackers, and Grumpy Cat videos. The greatest, most powerful deep-learning computers in humanity’s existence were inside Google and Facebook—and all humanity had to show for it were adwords, sponsored links, and teenagers hooked on sending one another pictures of their genitals.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? During my second tour in Iraq, I was commander of SEAL Team Three, Task Unit Bruiser. We were deployed to the war-torn city of Ramadi, the epicenter of the insurgency at the time. Only a few weeks into the deployment, we conducted a large operation in conjunction with U.S. Army soldiers, U.S. Marines, and friendly Iraqi Army soldiers. There were multiple elements on the battlefield, all engaged in heavy enemy contact. In the fog of war, mistakes were made. Bad luck emerged. Things went wrong. There ended up being a vicious firefight between one of my SEAL elements and a friendly Iraqi unit. An Iraqi soldier was killed and several others were wounded, including one of my SEALs. It was a nightmare. While there was plenty of blame to go around, and plenty of people who had made mistakes, I realized there was only one person to blame: me. I was the commander. I was the senior man on the battlefield, and I was responsible for everything that happened. Everything. As a leader, there is no one else to blame. Don’t make excuses. If I don’t take ownership of problems, I can’t solve them. That’s what a leader has to do: take ownership of the problems, the mistakes, and the shortfalls, and take ownership of creating and implementing solutions to get those problems solved. Take ownership.

He wrote to Alexander on the 20th, as autumnal rains finally quenched the fires, which in some places had burned for six days. (The letter was delivered by the brother of the Russian minister to Cassel, the most senior Russian to be captured in Moscow, which shows how thorough the nobility’s evacuation of the city had been.) ‘If Your Majesty still preserves for me some remnant of your former feelings, you will take this letter in good part,’ he began. The beautiful and superb city of Moscow no longer exists; Rostopchin had it burnt … The administration, the magistrates and the civil guards should have remained. This is what was done twice at Vienna, at Berlin and at Madrid … I have waged war on Your Majesty without animosity. A letter from you before or after the last battle would have halted my march, and I should have even liked to have sacrificed the advantage of entering Moscow.37 On receipt of this letter, the Tsar promptly sent for Lord Cathcart, the British ambassador, and told him that twenty such catastrophes as had happened to Moscow would not induce him to abandon the struggle.38 The list of cities Napoleon gave in that letter – and it could have been longer – demonstrates that he knew from experience that capturing the enemy’s capital didn’t lead to his surrender, and Moscow wasn’t even Russia’s government capital. It was the destruction of the enemy’s main army at Marengo, Austerlitz and Friedland that had secured his victory, and Napoleon had failed to achieve that at Borodino.

Postscript, 2005 From the Publisher ON APRIL 7, 2004, the Mid-Hudson Highland Post carried an article about an appearance that John Gatto made at Highland High School. Headlined “Rendered Speechless,” the report was subtitled “Advocate for education reform brings controversy to Highland.” The article relates the events of March 25 evening of that year when the second half of John Gatto’s presentation was canceled by the School Superintendent, “following complaints from the Highland Teachers Association that the presentation was too controversial.” On the surface, the cancellation was in response to a video presentation that showed some violence. But retired student counselor Paul Jankiewicz begged to differ, pointing out that none of the dozens of students he talked to afterwards were inspired to violence. In his opinion, few people opposing Gatto had seen the video presentation. Rather, “They were taking the lead from the teacher’s union who were upset at the whole tone of the presentation.” He continued, “Mr. Gatto basically told them that they were not serving kids well and that students needed to be told the truth, be given real-life learning experiences, and be responsible for their own education. [Gatto] questioned the validity and relevance of standardized tests, the prison atmosphere of school, and the lack of relevant experience given students.” He added that Gatto also had an important message for parents: “That you have to take control of your children’s education.” Highland High School senior Chris Hart commended the school board for bringing Gatto to speak, and wished that more students had heard his message. Senior Katie Hanley liked the lecture for its “new perspective,” adding that ”it was important because it started a new exchange and got students to think for themselves.” High School junior Qing Guo found Gatto “inspiring.” Highland teacher Aliza Driller-Colangelo was also inspired by Gatto, and commended the “risk-takers,” saying that, following the talk, her class had an exciting exchange about ideas. Concluded Jankiewicz, the students “were eager to discuss the issues raised. Unfortunately, our school did not allow that dialogue to happen, except for a few teachers who had the courage to engage the students.” What was not reported in the newspaper is the fact that the school authorities called the police to intervene and ‘restore the peace’ which, ironically enough, was never in the slightest jeopardy as the student audience was well-behaved and attentive throughout. A scheduled evening meeting at the school between Gatto and the Parents Association was peremptorily forbidden by school district authorities in a final assault on the principles of free speech and free assembly… There could be no better way of demonstrating the lasting importance of John Taylor Gatto’s work, and of this small book, than this sorry tale. It is a measure of the power of Gatto’s ideas, their urgency, and their continuing relevance that school authorities are still trying to shut them out 12 years after their initial publication, afraid even to debate them. — May the crusade continue! Chris Plant Gabriola Island, B.C. February, 2005

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

What’s going on, chick?” she asks, taking a drink. She knows that when Johnnie comes out, something bad has happened. I suck on my teeth and shake my head. She cringes at the burn of whiskey, waiting for me to say more. I glance down at my bracelet. “My past caught up with me.” She slides the bottle back my way. “Need me to hurt someone?” she asks, dead serious. She and I are as close as friends come, and we have been since senior year of high school. And at the core of our friendship is a pact of sorts: nothing’s going to drag her towards the future she doesn’t want, and nothing’s going drag me back into the past I’ve worked to forget. Nothing. I huff out a laugh. “Eli’s already beaten you to it.” “Eli?” she says, raising an eyebrow. “Girl, I’m hurt. Hoes before bros, remember?” “I didn’t ask him to get involved. I broke up with him, and then he got involve—” “What!” She grabs the table. “You broke up with him? When were you going to tell me?” “Today. I was going to tell you today.” She’s shaking her head. “Bitch, you should’ve called me.” “I was busy ending a relationship.” She falls back into her seat. “Shit girl, Eli’s going to stop giving us a discount.” “That’s what your most upset by?” I say, taking another swig of whiskey. “No,” she says. “I’m happy you grew a vagina and broke up with him. He deserves better.” “I’m going to throw this bottle of whiskey at you.” She holds her hands up to placate me. “I’m kidding. But seriously, are you okay?” I barely stop myself from looking at my computer screen again. I exhale. “Honestly? I have no fucking clue.

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

I stood before the group. “Whose fault was this?” I asked to the roomful of teammates. After a few moments of silence, the SEAL who had mistakenly engaged the Iraqi solider spoke up: “It was my fault. I should have positively identified my target.” “No,” I responded, “It wasn’t your fault. Whose fault was it?” I asked the group again. “It was my fault,” said the radioman from the sniper element. “I should have passed our position sooner.” “Wrong,” I responded. “It wasn’t your fault. Whose fault was it?” I asked again. “It was my fault,” said another SEAL, who was a combat advisor with the Iraqi Army clearance team. “I should have controlled the Iraqis and made sure they stayed in their sector.” “Negative,” I said. “You are not to blame.” More of my SEALs were ready to explain what they had done wrong and how it had contributed to the failure. But I had heard enough. “You know whose fault this is? You know who gets all the blame for this?” The entire group sat there in silence, including the CO, the CMC, and the investigating officer. No doubt they were wondering whom I would hold responsible. Finally, I took a deep breath and said, “There is only one person to blame for this: me. I am the commander. I am responsible for the entire operation. As the senior man, I am responsible for every action that takes place on the battlefield. There is no one to blame but me. And I will tell you this right now: I will make sure that nothing like this ever happens to us again.” It was a heavy burden to bear. But it was absolutely true. I was the leader. I was in charge and I was responsible. Thus, I had to take ownership of everything that went wrong. Despite the tremendous blow to my reputation and to my ego, it was the right thing to do—the only thing to do. I apologized to the wounded SEAL, explaining that it was my fault he was wounded and that we were all lucky he wasn’t dead. We then proceeded to go through the entire operation, piece by piece, identifying everything that happened and what we could do going forward to prevent it from happening again.

Learn how to critique. The value of exercises is very much a product of the quality of the critique, because it is in the critique that lessons can be drawn for all to see. Today, many critiques are poor quality. Often, they are not a critique at all, but just a narrative of who shot whom. At other times, the critique is stifled by an etiquette that demands no one be criticized and nothing negative be said. Too often, critiques can be summarized as “The comm was fouled up but we all did great.” There are a number of things you can do locally to improve the quality of critiques: First, the commanding officer can set a ground rule that demands frankness in critiquing. A good way to encourage this is for the CO to give a trenchant self-critique of his own actions and encourage others to do the same. Beginning a critique with the most junior officers and ending up with the most senior can also help encourage frankness. Second, a critique should be defined as something that looks beyond what happened to why it happened as it did. It may be helpful to look for instances where key decisions were made and ask the man who made them such questions as, “What options did you have here? What other options did you have that you failed to see? How quickly were you able to see, decide and act? If you were too slow, why? Why did you do what you did? Was your reasoning process sound, and if not, why not?” Third, the unit commander can attempt to identify individuals who are good critiquers and have them lead the critique. Not everyone can do it well; it takes a certain natural ability. Finally, the unit can hold a class on critiquing and from it develop some critique SOPs. These can help exercise participants look for key points during the exercise, points that can later serve to frame the critique. These actions are not substitutes for an overall reform of Marine Corps training. But they are concrete ways you can improve your own training. And just as individual self-education will be important after the schools are reformed, so these actions will help you train even after overall training is improved.

I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while de-emphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I've said this earlier but it's worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, 'I hope you will let it go,' about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to be almost darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay. Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president so brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check...without these checks on our leaders, without those institutions vigorously standing against abuses of power, our country cannot sustain itself as a functioning democracy. I know there are men and women of good conscience in the United States Congress on both sides of the aisle who understand this. But not enough of them are speaking out. They must ask themselves to what, or to whom, they hold a higher loyalty: to partisan interests or to the pillars of democracy? Their silence is complicity - it is a choice - and somewhere deep down they must know that. Policies come and go. Supreme Court justices come and go. But the core of our nation is our commitment to a set of shared values that began with George Washington - to restraint and integrity and balance and transparency and truth. If that slides away from us, only a fool would be consoled by a tax cut or different immigration policy.

The attempt to develop a sense of humor and to see things in a humorous light is some kind of a trick learned while mastering the art of living. Yet it is possible to practice the art of living even in a concentration camp, although suffering is omnipresent. To draw an analogy: a man’s suffering is similar to the behavior of gas. If a certain quantity of gas is pumped into an empty chamber, it will fill the chamber completely and evenly, no matter how big the chamber. Thus suffering completely fills the human soul and conscious mind, no matter whether the suffering is great or little. Therefore the “size” of human suffering is absolutely relative. It also follows that a very trifling thing can cause the greatest of joys. Take as an example something that happened on our journey from Auschwitz to the camp affiliated with Dachau. We had all been afraid that our transport was heading for the Mauthausen camp. We became more and more tense as we approached a certain bridge over the Danube which the train would have to cross to reach Mauthausen, according to the statement of experienced traveling companions. Those who have never seen anything similar cannot possibly imagine the dance of joy performed in the carriage by the prisoners when they saw that our transport was not crossing the bridge and was instead heading “only” for Dachau. And again, what happened on our arrival in that camp, after a journey lasting two days and three nights? There had not been enough room for everybody to crouch on the floor of the carriage at the same time. The majority of us had to stand all the way, while a few took turns at squatting on the scanty straw which was soaked with human urine. When we arrived the first important news that we heard from older prisoners was that this comparatively small camp (its population was 2,500) had no “oven,” no crematorium, no gas! That meant that a person who had become a “Moslem” could not be taken straight to the gas chamber, but would have to wait until a so-called “sick convoy” had been arranged to return to Auschwitz. This joyful surprise put us all in a good mood. The wish of the senior warden of our hut in Auschwitz had come true: we had come, as quickly as possible, to a camp which did not have a “chimney”—unlike Auschwitz. We laughed and cracked jokes in spite of, and during, all we had to go through in the next few hours.

IN HIS 2005 COLLECTION of essays Going Sane, Adam Phillips makes a keen observation. “Babies may be sweet, babies may be beautiful, babies may be adored,” he writes, “but they have all the characteristics that are identified as mad when they are found too brazenly in adults.” He lists those characteristics: Babies are incontinent. They don’t speak our language. They require constant monitoring to prevent self-harm. “They seem to live the excessively wishful lives,” he notes, “of those who assume that they are the only person in the world.” The same is true, Phillips goes on to argue, of young children, who want so much and possess so little self-control. “The modern child,” he observes. “Too much desire; too little organization.” Children are pashas of excess. If you’ve spent most of your adult life in the company of other adults—especially in the workplace, where social niceties are observed and rational discourse is generally the coin of the realm—it requires some adjusting to spend so much time in the company of people who feel more than think. (When I first read Phillips’s observations about the parallels between children and madmen, it so happened that my son, three at the time, was screaming from his room, “I. Don’t. Want. To. Wear. PANTS.”) Yet children do not see themselves as excessive. “Children would be very surprised,” Phillips writes, “to discover just how mad we think they are.” The real danger, in his view, is that children can drive their parents crazy. The extravagance of children’s wishes, behaviors, and energies all become a threat to their parents’ well-ordered lives. “All the modern prescriptive childrearing literature,” he concludes, “is about how not to drive someone (the child) mad and how not to be driven mad (by the child).” This insight helps clarify why parents so often feel powerless around their young children, even though they’re putatively in charge. To a preschooler, all rumpus room calisthenics—whether it’s bouncing from couch cushion to couch cushion, banging on tables, or heaving bowls of spaghetti onto the floor—feel normal. But to adults, the child looks as though he or she has suddenly slipped into one of Maurice Sendak’s wolf suits. The grown-up response is to put a stop to the child’s mischief, because that’s the adult’s job, and that’s what civilized living is all about. Yet parents intuit, on some level, that children are meant to make messes, to be noisy, to test boundaries. “All parents at some time feel overwhelmed by their children; feel that their children ask more of them than they can provide,” writes Phillips in another essay. “One of the most difficult things about being a parent is that you have to bear the fact that you have to frustrate your child.

A word of explanation about how the information in this book was obtained, evaluated and used. This book is designed to present, as best my reporting could determine, what really happened. The core of this book comes from the written record—National Security Council meeting notes, personal notes, memos, chronologies, letters, PowerPoint slides, e-mails, reports, government cables, calendars, transcripts, diaries and maps. Information in the book was supplied by more than 100 people involved in the Afghanistan War and national security during the first 18 months of President Barack Obama’s administration. Interviews were conducted on “background,” meaning the information could be used but the sources would not be identified by name. Many sources were interviewed five or more times. Most allowed me to record the interviews, which were then transcribed. For several sources, the combined interview transcripts run more than 300 pages. I have attempted to preserve the language of the main characters and sources as much as possible, using their words even when they are not directly quoted, reflecting the flavor of their speech and attitudes. Many key White House aides were interviewed in-depth. They shared meeting notes, important documents, recollections of what happened before, during and after meetings, and assisted extensively with their interpretations. Senior and well-placed military, intelligence and diplomatic officials also provided detailed recollections, read from notes or assisted with documents. Since the reporting was done over 18 months, many interviews were conducted within days or even hours after critical discussions. This often provided a fresher and less-calculated account. Dialogue comes mostly from the written record, but also from participants, usually more than one. Any attribution of thoughts, conclusions or feelings to a person was obtained directly from that person, from notes or from a colleague whom the person told. Occasionally, a source said mid-conversation that something was “off-the-record,” meaning it could not be used unless the information was obtained elsewhere. In many cases, I was able to get the information elsewhere so that it could be included in this book. Some people think they can lock up and prevent publication of information by declaring it “off-the-record” or that they don’t want to see it in the book. But inside any White House, nearly everyone’s business and attitudes become known to others. And in the course of multiple, extensive interviews with firsthand sources about key decision points in the war, the role of the players became clear. Given the diversity of sources, stakes and the lives involved, there is no way I could write a sterilized or laundered version of this story. I interviewed President Obama on-the-record in the Oval Office for one hour and 15 minutes on Saturday, July 10, 2

It’s my turn next, and I realize then that I never turned in the name of my escort--because I hadn’t planned on being here. I glance around wildly for Ryder, but he’s nowhere to be seen, swallowed up by the sea of people in cocktail dresses and suits. Crap. I thought he realized that escorting me on court was part of the deal, once I’d agreed to go. I guess he’d figured it’d be easier on me, what with the whole Patrick thing, if I was alone onstage. But I don’t want to be alone. I want Ryder with me. By my side, supporting me. Always. I finally spot him in the crowd--it’s not too hard, since he’s a head taller than pretty much everyone else--and our eyes meet. My stomach drops to my feet--you know, that feeling you get on a roller coaster right after you crest that first hill and start plummeting toward the ground. Oh my God, this can’t be happening. I’ve fallen in love with Ryder Marsden, the boy I’m supposed to hate. And it has nothing to do with his confession, his declaration that he loves me. Sure, it might have forced me to examine my feelings faster than I would have on my own, but it was there all along, taking root, growing, blossoming. Heck, it’s a full-blown garden at this point. “Our senior maid is Miss Jemma Cafferty!” comes the principal’s voice. “Jemma is a varsity cheerleader, a member of the Wheelettes social sorority, the French Honor Club, the National Honor Society, and the Peer Mentors. She’s escorted tonight by…ahem, sorry. I’m afraid there’s no escort, so we’ll just--” “Ryder Marsden,” I call out as I make my way across the stage. “I’m escorted by Ryder Marsden.” The collective gasp that follows my announcement is like something out of the movies. I swear, it’s just like that scene in Gone with the Wind where Rhett offers one hundred and fifty dollars in gold to dance with Scarlett, and she walks through the scandalized bystanders to take her place beside Rhett for the Virginia reel. Only it’s the reverse. I’m standing here doing the scandalizing, and Ryder’s doing the walking. “Apparently, Jemma’s escort is Ryder Marsden,” the principal ad-libs into the microphone, looking a little frazzled. “Ryder is…um…the starting quarterback for the varsity football team, and, um…in the National Honor Society and…” She trails off helplessly. “A Peer Mentor,” he adds helpfully as he steps up beside me and takes my hand. The smile he flashes in my direction as Mrs. Crawford places the tiara on my head is dazzling--way more so than the tiara itself. My knees go a little weak, and I clutch him tightly as I wobble on my four-inch heels. But here’s the thing: If the crowd is whispering about me, I don’t hear it. I’m aware only of Ryder beside me, my hand resting in the crook of his arm as he leads me to our spot on the stage beside the junior maid and her escort, where we wait for Morgan to be crowned queen. Oh, there’ll be hell to pay tomorrow. I have no idea what we’re going to tell our parents. Right now I don’t even care. Just like Scarlett O’Hara, I’m going to enjoy myself tonight and worry about the rest later. After all, tomorrow is another…Well, you know how the saying goes.

After Apollo, Norton, still with TRW, worked on a project to computerize the distribution of hydroelectric power in the Northwest. He was still writing his painfully detailed critiques of other people’s software. As it happened, a high school senior named Bill Gates came to work for him as a programmer. Gates has credited Norton with being among his best software teachers. Norton surely learned more from reading our code than we learned from him. Users of Microsoft software might wish he had learned more.

A dramatic ageing of the population. Its effects will start being felt in 2005 (from the retirement of numerous groups). Since the government did not foresee and reform the retirement system paid out of each year’s taxes, we know it is already too late. There will not be sufficient funds to furnish allocations and healthcare to seniors and ever higher taxes will be levied on those who are working. The result will necessarily be a generalised lowering of purchasing power and therefore of economic growth based on consumption. The ageing of the population will also rapidly lead — it is already happening — to another frightening effect: a loss of technological skills. There are not enough young minds. 2)  The massive immigration of new battalions from the Third World to palliate these gaps, so desired by the UN, is an imposture. These migrants are unskilled and need social services themselves. They are mouths to feed, not the brains needed in a post-industrial society. Germany wanted to import more than 30,000 engineers that it needs (already), but got only 9,000 Indians. The immigration-colonisation (of which the entire cost is already more than 122 billion euros a year), which will not stop growing, added to the steadily increasing birth rate of the foreigners — most of them, as everyone knows, are not able to earn a good education — will be one more brake on economic prosperity. The current masses of ‘youths’ from Africa and North Africa will for the most part have a choice only between unemployment supported by welfare payments or participation in the parallel and criminal economy. The professional value of the workforce is going to experience a dramatic decline as soon as 2010.

The payoffs for maintaining your unwanted condition can be put in three categories. While all three apply, one of them will be the senior payoff—the most influential—for the particular unwanted condition that is persisting. 1. You get to be right. For human beings, being right is a very big payoff, particularly when you are right about the way things “should” be. This validates your tacit ties to the Universal Human Paradigm. You also get to make somebody else wrong. The unwanted condition of never finding a relationship that works is an example of a racket. If this was your unwanted condition, you would probably swear up and down that you really want a working relationship. But you would never pick an appropriate partner—there’s too much payoff in being right about how relationships can’t work. Each failure would provide you more evidence that something is wrong with you, with your partner of the moment, and with marriage, relationships, and love in general. You would go from one relationship to another—frequently, from one marriage to another—involving yourself with the wrong person, over and over, to prove how hard you are trying to “make it work,” but in reality, you would be thoroughly invested in being right about how relationships can’t work. In short, you would be conning yourself, running a racket on anyone you were in a relationship with. In business, the middle manager who doesn’t say what he is thinking, because his ideas are never taken seriously, is running a racket. His payoff: He gets to be right about how difficult it is to advance in the company.

About ten seconds later, my assistant popped her head into my office. “Mr. Dimon is on the line.” I took off my earrings (the Oakland in me) and picked up the receiver. “You’re trying to steal from my shareholders!” he yelled, almost as soon as he heard my voice. I gave it right back. “Your shareholders? Your shareholders? My shareholders are the homeowners of California! You come and see them. Talk to them about who got robbed.” It stayed at that level for a while. We were like dogs in a fight. A member of my senior team later recalled thinking, “This was either a really good or a colossally bad idea.” I shared with Dimon the way his lawyers were presenting his position, and why it was unacceptable to me. As temperatures cooled, I got into the details of my demands so that he would understand exactly what I needed—not through the filter of his general counsel, but directly from me. At the end of the conversation, he said he would talk to his board and see what they could do. I’ll never know what happened on Dimon’s side. But I do know that two weeks later, the banks gave in. When all was said and done, instead of the $2 billion to $4 billion that was originally on the table, we secured an $18 billion deal, which ultimately grew to $20 billion in relief to homeowners.

Few Republicans challenge Trump on his conspiracy obsessions, treating him like an addled senior citizen who calls his congressman’s office demanding to know why the CIA is talking to him through his dentures. The shrug and smile that so many Republican leaders have adopted has allowed Trump to dismiss those who challenge his lunacy as “angry Democrats,” because it is Democrats who seem capable of explaining that Ted Cruz’s dad didn’t kill JFK. But Trump isn’t an addled senior citizen—actually he is, but he’s one who happens to be the president of the United States. The acceptance of the conspiracy theories is just one station in the slaughterhouse of truth that is the Trump presidency. Once there is no challenge to the craziest of ideas that have no basis in fact, it is easy for Trump to take one small bit of truth and spin it into an elaborate fantasy. This

What happens inside the WBR is critical execution not normally visible outside the company. A well-run WBR meeting is defined by intense customer focus, deep dives into complex challenges, and insistence on high standards and operational excellence. One may wonder, at what level is it appropriate for executives to shift focus to output metrics? After all, companies and their senior executives are routinely judged by output metrics like revenue and profit. Jeff knows this well, in part based on his time spent working at a Wall Street investment firm. The simple answer is that the focus does not shift at any level of management. Yes, executives know their output metrics backward and forward. But if they don’t continue to focus on inputs, they lose control over and visibility into the tools that generate output results.

At a business forum I attended, a senior executive of a Fortune 100 company proclaimed that his company manages “not for the next quarter, but for the next quarter century.” Ugh. Such platitudes do not instill confidence in investors. Most managers don’t have any idea what’s going to happen in the next five years, much less the next twenty-five years. How do you manage for an ambiguous future? Yet managers must clearly strike some balance between the short term and the long term. It’s like speeding down the highway in a car. If you focus just beyond the hood, you’re going to have a hard time anticipating what’s coming. Look too far ahead, on the other hand, and you lose perspective on the actions that you need to take now to navigate safely. There’s a tradeoff between the short term and the long term, and the appropriate focal point shifts as conditions warrant.

Poonam, 54, is a senior United Nations official. She joined the elite Indian Administrative Service as a 23-year-old. ‘ No, no, I am not afraid. I think I wanted to be thought of  as a nice person . . . not someone with a bichhoo [ scorpion ] in her mouth that comes out suddenly, so I didn’t speak up. Like you know that aggressive Punjabi woman, I didn’t want that to happen. I think it was all these  things  –  what will so-and-so think, how they won’t see it from my point of view and thinking that the  whole  relationship  will fail. So many fears, imagined or real, who knows . . .    I just want to please, please, please. I have never been able  to communicate or talk openly and clearly with people who matter to me, who I love, my family and friends, about what I want. I would get small small ideas from outside like keep your own account – but I was so scared to say it. Even today. Slowly I am changing with little little things. What TV show to watch, what food to eat.

Tell that to Tyson Crawford,” I bark, remembering what he went through his senior year. He sighs. “What happened to Whitney Minson was unfortunate,

By my senior year—her third grade—she could read to the end, but not without painstaking effort or shutting down or crying. Is this what had happened to Nuchi? Had no one discovered the proper intervention, or bothered trying in the first place? Had she been dismissed to the back of the room or from the room altogether?

This may be the fundamental problem with caring a lot about what others think: It can put you on the established path—the my-isn’t-that-impressive path—and keep you there for a long time. Maybe it stops you from swerving, from ever even considering a swerve, because what you risk losing in terms of other people’s high regard can feel too costly. Maybe you spend three years in Massachusetts, studying constitutional law and discussing the relative merits of exclusionary vertical agreements in antitrust cases. For some, this might be truly interesting, but for you it is not. Maybe during those three years you make friends you’ll love and respect forever, people who seem genuinely called to the bloodless intricacies of the law, but you yourself are not called. Your passion stays low, yet under no circumstance will you underperform. You live, as you always have, by the code of effort/result, and with it you keep achieving until you think you know the answers to all the questions—including the most important one. Am I good enough? Yes, in fact I am. What happens next is that the rewards get real. You reach for the next rung of the ladder, and this time it’s a job with a salary in the Chicago offices of a high-end law firm called Sidley & Austin. You’re back where you started, in the city where you were born, only now you go to work on the forty-seventh floor in a downtown building with a wide plaza and a sculpture out front. You used to pass by it as a South Side kid riding the bus to high school, peering mutely out the window at the people who strode like titans to their jobs. Now you’re one of them. You’ve worked yourself out of that bus and across the plaza and onto an upward-moving elevator so silent it seems to glide. You’ve joined the tribe. At the age of twenty-five, you have an assistant. You make more money than your parents ever have. Your co-workers are polite, educated, and mostly white. You wear an Armani suit and sign up for a subscription wine service. You make monthly payments on your law school loans and go to step aerobics after work. Because you can, you buy yourself a Saab. Is there anything to question? It doesn’t seem that way. You’re a lawyer now. You’ve taken everything ever given to you—the love of your parents, the faith of your teachers, the music from Southside and Robbie, the meals from Aunt Sis, the vocabulary words drilled into you by Dandy—and converted it to this. You’ve climbed the mountain. And part of your job, aside from parsing abstract intellectual property issues for big corporations, is to help cultivate the next set of young lawyers being courted by the firm. A senior partner asks if you’ll mentor an incoming summer associate, and the answer is easy: Of course you will. You have yet to understand the altering force of a simple yes. You don’t know that when a memo arrives to confirm the assignment, some deep and unseen fault line in your life has begun to tremble, that some hold is already starting to slip. Next to your name is another name, that of some hotshot law student who’s busy climbing his own ladder. Like you, he’s black and from Harvard. Other than that, you know nothing—just the name, and it’s an odd one. Barack.

It was so fucking funny, I decided I had no regrets whatsoever. “My dearest Enzo,” she said, clearly trying not to clench her teeth. “You are the best thing that ever happened to me. I don’t know why I was so mean to you when we were kids. I think now I was afraid of the way I felt for you. I had never met anyone so good-looking and awesome at baseball before.” She paused for a breath and hitched her weight over to one foot. “I can’t wait to spend the rest of my life ironing your shirts and cooking your favorite foods and watching you win the Allegan County Senior Men’s Baseball Championship year after year. It is my dream come true. P.S. I won’t even care if you snore because it is such a manly sound. I love everything about you and always will.” She looked up from the page, and I swear to God I thought smoke was going to puff out of her ears.

While he was careful to never disagree with the President in public, it’s understood that Pompeo made his views known to Trump about China’s cover-up and responsibility for the global outbreak. If his message was getting through to the President, it certainly wasn’t to his most senior advisors. The question remained: When was it time to tell the American public and the world about China’s activities at the Wuhan laboratories?

It’s fair to say that when the virus crippled Italy, senior officials in the Trump administration were shell-shocked. Their entire containment strategy to protect the United States was built on the premise the virus was not transmissible if someone was asymptomatic. That incorrect working assumption alone, based on medical advice from health officials, would cost the United States hundreds of thousands of lives.

The reason that Omega was reluctant to embrace the electronic watch is as understandable as it was wrong. Mechanical engineering was the core capability of the Swiss watchmaking industry. Swiss watchmakers successfully sold high-end timepieces to a largely upmarket customer, usually through jewelry stores. Margins were high and volumes comparatively low. Brand was important. In contrast, electronic watches were a high-volume, low-margin product sold through a variety of retail outlets, including drugstores, often under little-known brand names. The core capabilities for the new product were about electronics and manufacturing, not precision engineering. Faced with a low-end product, senior managers balked and missed the opportunity that ultimately destroyed them. Could they have embraced both exploring and exploiting? Of course! This is what ultimately happened. But to do this would have required them to be ambidextrous and to run an organization with different alignments. In terms of the congruence model, it would have meant a different strategy, different key success factors, different people and skills, and a different organizational structure and culture—a radical shift that was seen as too much effort for what was expected to be a low-margin product. To

Most people age way earlier than necessary. By thirty, many are old in themselves. By forty, most have lost the spark of life. By fifty, they are already senior. All of this is entirely preventable and, to a large extent, also reversible. Ageing happens at all levels of our being, but the most obvious is the body. Use it or lose it. Of course, you will be fighting a losing battle if you only exercise your body and not your mind and spirit. When you use them all, they will gladly and efficiently work together. Although we cannot completely stop the march of time on our use-by-stamped bodies, we can have the blessings of a well-functioning and alive body, an active and bright mind, and a loving and expressive soul.

You heard, right? Terrence and I are getting married. He's mine," she added unnecessarily. "Yup. Congrats." She waited for more, but that's all I had to say on that matter. "That's it? After you tried to steal him from me senior year, I figured you'd have more to say." Don't take the bait, Lila, don't take the bait. This woman is in charge of pretty much all patient information and she could easily get Bernadette fired. Don't push her. When I didn't respond, she said, "You always had such a smart mouth. Why are you so quiet now?" I fought the urge to roll my eyes. "Because that all happened, what, seven years ago? Maybe even eight? How are you not even over it yet?" She scoffed, so I added, "And if you recall, he came to me when he saw you for the bully you were. Besides, I remember you getting pretty cozy with Derek as well." Her hand flew to her chest and literally clutched at her pearls. "How dare you! Just because you got dumped by your fiancé doesn't mean you have to lie about mine." As usual, good news traveled fast around Shady Palms. "Forget it. I was a fool to think you'd help me." I started to walk away, but knew I couldn't leave it like that and turned back around. "Congratulations to you and Terrence. He's a good guy and there aren't many of them left. I hope you make each other happy. Truly." She stood there with her mouth hanging open as I walked away, trembling but proud. I'd witnessed a tragedy, been interrogated by the police, reconciled with Bernadette, told off Amir, and confronted Janet all in one day. And it wasn't even dinnertime yet.

We have seen what a group of dishonest and unscrupulous lawyers will do in service to Donald Trump. An American president surrounded by people like these could dismantle our republic. It would not necessarily all happen on the first day of a second Trump term. But step by step, Donald Trump would tear down the walls that our framers so carefully built to combat centralized power and tyranny. He would attempt to dismantle what Justice Antonin Scalia called the “real constitutional law.” Perhaps Trump would start by refusing to enforce certain judicial rulings he opposed. He has already attacked the judiciary repeatedly, and ignored the rulings of scores of courts. He knows that judicial rulings have force only if the executive branch enforces them. So he won’t. Certainly, Donald Trump would run the US government with acting officials who are not, and could not be, confirmed by the Senate. He would obtain a bogus legal opinion allowing him to do it. He would ensure that the Senate confirmation process is no longer any check on his authority. The types of resignation threats that may have kept Trump at bay before—that, for example, convinced him to reverse his appointment of Jeffrey Clark as acting attorney general—would no longer be a deterrent. Trump would be eager for those who oppose his actions at the Justice Department and elsewhere to resign. And, at the Department of Defense (where a single US senator, one of Donald Trump’s strongest supporters, is doing great harm to America’s national security by refusing to allow the confirmation of senior civilian or military officials), Trump would

Years ago, a woman named Amanda Holmes also vanished in Langley Woods. She went missing from the area. I remember that she was twenty-two at the time, a senior in college. Her case was strange, the kind that captured national attention. It was all over the news. I followed her story at the time because it was interesting. I didn’t think it would ever matter to me on a more personal level. When Amanda first went missing, her car was found about a quarter mile from Langley Woods. There was a suicide note set on the dashboard. The search for her should have been cut-and-dried. It was anything but. Search parties looked for her for days that stretched into weeks. They used bloodhounds and then cadaver dogs to scavenge the woods and the residential areas around them. Even the dogs couldn’t find her. Dozens, if not hundreds, of people searched for Amanda, whose friends called her Mandy, by air and by foot. Her family was devastated. This was maybe five years ago. I remember at the time watching her parents cry on TV. I remember that months passed without finding her. Eventually everyone gave up. People stopped talking about Amanda Holmes. They came to believe that she wasn’t at Langley Woods or anywhere even close to it, that something else had happened to her, something far more mysterious and insidious, but no one knew what. There were theories, and unconfirmed reports of Amanda sightings all over the Chicagoland area and around the country. Had someone met her and driven her elsewhere? Was the suicide note just part of a cunning plan? Had she abandoned her life, her family, and was she living a new life somewhere else? But why? No one knew. The case went cold. A year passed and still she wasn’t found, until one day when some hikers stumbled upon her body in the woods. The medical examiner determined the cause of death: suicide. Amanda Holmes took her own life. She hung herself from a tree. She had been in these woods the whole time everyone was looking for her, and still no one could find her.

If it was a shock for senior White House officials to learn through media reports that Fauci had quietly lifted the ban on gain-of-function research back in 2017, they were even more astounded to discover he knew so much about the research in Wuhan, but never said a word as the pandemic unfolded. Instead, the role of the Wuhan Institute of Virology in conducting risky coronavirus research was left to officials like Miles Yu and Matt Pottinger to uncover.

A book written by PLA Chinese military scientists and senior Chinese public health officials in 2015, titled The Unnatural Origin of SARS and New Species of Man-Made Viruses as Genetic Bioweapons, was obtained by the US State Department as it conducted an investigation into the origins of Covid-19. The 263-page volume was published in 2015 by the Chinese Military Medical Science Press, a government-owned publishing house managed by the General Logistics Department of the PLA. It describes SARS coronaviruses as heralding a “new era of genetic weapons” and says they can be “artificially manipulated into an emerging human disease virus, then weaponised and unleashed in a way never seen before”. Some of China’s senior public health and military figures are listed among the 18 authors of the document, including the former Deputy Director of China’s Bureau of Epidemic Prevention, Li Feng. Ten of the authors are scientists and weapons experts affiliated with the Air Force Medical University in Xi’an, which the Australian Strategic Policy Institute’s Defence Universities Tracker ranks as “very high-risk” for its level of defence research, including its work on medical and psychological sciences.

I stayed with him into our senior year and it happened every few months. Eventually, I didn’t try to fight him. I just let him do it because it was easier that way.

I have a complicated spiritual history. Here's the short version: I was born into a Mass-going Roman Catholic family, but my parents left the church when I was in the fifth grade and joined a Southern Baptist church—yes, in Connecticut. I am an alumnus of Wheaton College—Billy Graham's alma mater in Illinois, not the Seven Sisters school in Massachusetts—and the summer between my junior and senior year of (Christian) high school, I spent a couple of months on a missions trip performing in whiteface as a mime-for-the-Lord on the streets of London's West End. Once I left home for Wheaton, I ended up worshiping variously (and when I could haul my lazy tuckus out of bed) at the nondenominational Bible church next to the college, a Christian hippie commune in inner-city Chicago left over from the Jesus Freak movement of the 1960s, and an artsy-fartsy suburban Episcopal parish that ended up splitting over same-sex issues. My husband of more than a decade likes to describe himself as a “collapsed Catholic,” and for more than twenty-five years, I have been a born-again Christian. Groan, I know. But there's really no better term in the current popular lexicon to describe my seminal spiritual experience. It happened in the summer of 1980 when I was about to turn ten years old. My parents had both had born-again experiences themselves about six months earlier, shortly before our family left the Catholic church—much to the shock and dismay of the rest of our extended Irish and/or Italian Catholic family—and started worshiping in a rented public grade school gymnasium with the Southern Baptists. My mother had told me all about what she'd experienced with God and how I needed to give my heart to Jesus so I could spend eternity with him in heaven and not frying in hell. I was an intellectually stubborn and precocious child, so I didn't just kneel down with her and pray the first time she told me about what was going on with her and Daddy and Jesus. If something similar was going to happen to me, it was going to happen in my own sweet time. A few months into our family's new spiritual adventure, after hearing many lectures from Mom and sitting through any number of sermons at the Baptist church—each ending with an altar call and an invitation to make Jesus the Lord of my life—I got up from bed late one Sunday night and went downstairs to the den where my mother was watching television. I couldn't sleep, which was unusual for me as a child. I was a champion snoozer. In hindsight I realize something must have been troubling my spirit. Mom went into the kitchen for a cup of tea and left me alone with the television, which she had tuned to a church service. I don't remember exactly what the preacher said in his impassioned, sweaty sermon, but I do recall three things crystal clearly: The preacher was Jimmy Swaggart; he gave an altar call, inviting the folks in the congregation in front of him and at home in TV land to pray a simple prayer asking Jesus to come into their hearts; and that I prayed that prayer then and there, alone in the den in front of the idiot box. Seriously. That is precisely how I got “saved.” Alone. Watching Jimmy Swaggart on late-night TV. I also spent a painful vacation with my family one summer at Jim and Tammy Faye Bakker's Heritage USA Christian theme park in South Carolina. But that's a whole other book…

And if that’s the case—if we are our remembering selves—then it matters far less how we feel moment to moment with our children. They play rich and crucial roles in our life stories, generating both outsize highs and outsize lows. Without such complexity, we don’t feel like we’ve amounted to much. “You don’t have a good story until something deviates from the expected,” says McAdams. “And raising children leads to some pretty unexpected happenings.

You don't have a good story until something deviates from the expected," says McAdams. "And raising children leads to some pretty unexpected happenings.

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

Not to be rude or anything,” I said as I took a step back. This forced Alex to let go of my arms. Unfortunately it also resulted in me stomping on the feet of whoever was trying to get out behind me. “Hey, watch it,” I heard him say. “But I believe it’s traditional to let the first-period students exit the classroom before the second-period ones go in,” I went on. “I’m not going in,” Alex said simply. “I’m walking you to your next class. History, right?” Right, I thought. Right before I thought, This has absolutely got to stop. If I couldn’t nip whatever was happening with Alex Crawford in the bud, there was no telling where I’d end up, though it seemed a pretty safe bet that making a fool of myself would somehow be involved. “How do you even know where it is?” I asked, my tone aggressive. “What if it’s nowhere near where you have to be?” At this, the student behind me decided he’d waited long enough. He gave a quick shove. An action that sent me right back into Alex Crawford’s arms. “It doesn’t make a difference,” Alex said. My brain struggled for most of the rest of the day, but even then, I think it knew that my heart had won.

Jo!” I heard a voice call. I straightened just in time to see Alex dash up the front walk. “I thought you had practice,” I said. “Cancelled,” Alex said shortly. He made the front porch and pushed back the hood of the sweatshirt he had on beneath his letterman’s jacket. His breathing was quick, as if he’d run all the way from school. “I tried to catch you guys but you’d already gone.” “Elaine’s at her house,” I said. Alex gave an exasperated laugh and moved to put his hands on my shoulders, a thing that pretty much made me forget all about my dad’s car in the drive. Apparently Alex had decided that the waiting period was over. “I didn’t sprint ten blocks to see Elaine,” he said. “I came to see you. There’s something I want to ask you, Jo.” “No, you can’t borrow my math homework,” I said. “Shut up, you idiot,” Alex said, giving me a shake. “I want you to go with me to the prom.” I opened my mouth, then closed it again. An action which no doubt made me look exactly like a fish out of water. “That wasn’t a question,” I finally said. Alex rolled his eyes. “Do you want to know why I like you?” he asked. “It took me a while, but I figured it out. It’s because you’re so impossible.” A laugh bubbled up and out before I could stop it. “Impossible,” I repeated. “What about annoying?” “That too,” Alex nodded. “You’re impossible and annoying and unpredictable. Will you please go with me to the prom?” “Aren’t you worried about what will happen if I say yes?” I asked. “Uh-uh,” Alex shook his head. “I’m only worried that you’ll say no.” “I’m not going to do that,” I answered steadily. “Thank you, Alex. I’d love to go with you to the prom.” For a moment, he simply stood, his hands on my shoulders. “You’d better hold still,” he warned. “Why’s that?” “Because I’m going to kiss you now.” Words failed me. Which turned out to be a very good thing as, for the next few minutes, I needed my lips for something else anyhow. The kiss ended and Alex eased back. There was an expression on his face I’d never seen before. Sort of startled and blank all at once, as if he’d just discovered something he hadn’t expected but couldn’t quite put a name to. “Well,” he said. “Bet you say that to all the girls,” I replied. “I’m that obvious, huh?” “Actually, no.” “Now who’s being nice?” Alex said. He stuck his hands in his pockets. “So, I guess I’ll see you tomorrow.” “Okay,” I said. He turned, and I watched him sprint off down the walk. It was only then that I realized I was still clutching my sopping wet shoes. Very smooth, Jo. No wonder the guy can’t resist you, I thought.

This obsession with Jo’s ghost has got to stop. She’s the only one who can make that happen, but she can’t do it on her own. She needs your help. I need your help. Please don’t let me--us--down.” “That was an extremely low blow,” Elaine said. “And stop talking about yourself as if you’re more than one person. You’re creeping me out.” “I am more than one person,” I said. “And they both have the same question: Was that a yes or a no?

Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.” Something

I reached for the doorknob just as the doorbell sounded for the second time that afternoon. “What is this?” I said. “Grand Central Station?” I pulled the door open. Mark London was standing on the porch. At the sight of Alex, his face shuttered. “Sorry,” he said. “Bad timing.” “Nope,” Alex said cheerfully. He stepped around me, then past Mark, and moved to the edge of the porch. “Try not to be stupid, London. If I hear you’ve hurt her, I may feel compelled to do something macho like break both your arms. I’m a jock. We can do things like that, you know.” Then he sauntered down the porch and out into the rain. “So,” Mark said after a moment. “You guys kiss and make up or something?” “You are an idiot,” I said. “You know perfectly well he and Elaine are crazy for each other. He’s probably heading next door right now. If the only reason you’re here is to be a pain, you’d better watch out because I’m planning to slam the door in your face.” “Don’t,” Mark said suddenly. “Don’t make me go away, Jo.” I felt the breath back up in my lungs. “Just tell me what you want, London.” “To see you, for one thing,” Mark said explosively. “You’ve been avoiding me for weeks.” “I’ve been avoiding you!” I all but shouted. “Who stopped talking to me as soon as his award-winning articles came out? What happened? You got what you wanted so you didn’t need me anymore?” “I can’t believe you’d think that,” Mark said. “What am I supposed to think?” I said. “I don’t even know you!” “Stop,” Mark said suddenly. “Just stop.” With one quick motion he reached out and pulled me onto the porch and into his arms. “I didn’t come to fight. God, you feel good.” “I am not a pushover,” I mumbled against his chest. I felt, as well as heard, the rumble of his laughter. “No, I know you’re not.” He eased back, taking my face between his hands, running one thumb along my right cheekbone. “I know we don’t know each other very well,” he said. “That’s going to change, beginning now. I want to spend as much time with you as possible.” “What about what I want?” He kissed me then. Long and deep and slow. I felt my heart roll over inside my chest, then settle down to beat in time to his. “What do you want?” Mark said when the kiss was over. “I don’t know,” I confessed. If ever there was a moment for absolute truth, I figured now was the time. “Not altogether. But I’m pretty sure you’re a part of it.” His lips twitched, with suppressed laughter or irritation, I couldn’t quite tell. “When do you think you’ll know for sure?” “Are we going to stand here and play twenty questions all day? How the heck should I know?” He laughed then, the sound unlike anything I’d ever heard from him before. Open and joyous. “I think I’m going to enjoy the next few months,” he said. I smiled. “Just so long as you don’t mind a few surprises.

Stop talking. Now.” Deanna’s head fell back and she started laughing. It was a full-bodied belly laugh that spread over him like a breeze on a hot day. The sound was so sweet that it almost made up for how big of a disgusting pervert he felt like right now. While she was still chuckling, she touched his arm. “Don’t feel bad. How old were you then?” “It was senior year, so seventeen,” Lucky answered, still feeling gross. “See? You were a teenager, too. It’s fine. Really.” She continued giggling, and he had to admit that the sound made him so happy that he didn’t even care that it was at his expense. “It still feels wrong.” His shoulders shook as a chill ran through him, and it wasn’t the good kind. It was the grossed-out kind. “I think it’s hilarious,” she said, clearly enjoying seeing him squirm. “I’m so glad I can amuse you,” he said flatly. “Well, I think it’s only fair since I seemed to have offered hours of amusement for you—” Without even thinking, he reached over the seat and started tickling her. She wiggled and laughed, begging him to stop. He did, but only because a call came in. When he saw the picture on his console’s display, he knew he had to answer it. Pressing the answer button, he extended his patent greeting to his publicist. “Hello, beautiful.” “Why can’t you just play nice with others, especially the press?” Jessie Sloan-Courtland asked in her usual no nonsense tone. Jessie wasn’t one for niceties. She was all business, all the time. Deciding to ignore her rhetorical question and her dislike for small talk, he pushed on undeterred. “I’ve been good. How about you?” “Lucky. You can’t treat the press like that.” Jessie seemed to have the same game plan as he did. This conversation was going to happen, so he figured he might as well just get it over with. “I wasn’t there for them. I was there for the kids.” “It doesn’t matter. They were there, and whether you like it or not, you have a responsibility—” “I had a responsibility to visit the kids and their families. I had a responsibility to protect the people I brought with me. And I lived up to my responsibilities.” “I’m not going to argue with you. You’re supposed to be cleaning up your act. We agreed. And your image is your responsibility. When you elbow photographers in the nose, you open yourself up for lawsuits, and that is not something sponsors think is appealing. You know what’s on the line with this bout. Don’t screw it up.” “Yes, Mom,” he answered—his normal response for when Jessie was right. “You know, you’re not nearly as cute as you think you are,” she said, sounding less than impressed. “Awww, you think I’m cute. Does Zach know? I don’t want to come betw—” “Goodbye, Lucky.” “Bye, beautiful.” When the call disconnected, Lucky felt a little twinge of guilt that Jessie had even had to make that call. He knew better. “Wow. She’s awesome.” Unlike Jessie, Deanna did sound impressed. “Yeah. She is pretty awesome,” he agreed. “And so beautiful.” Deanna was still looking at Jessie’s picture on the console. He didn’t want her to get the wrong idea just because he’d called her beautiful. “Her husband sure thinks so. He’s actually a friend of mine. Have you heard of Zach Courtland?” Deanna was quiet for a beat. Then she snapped her fingers. “Was he the one in the Calvin Klein ads?” “That’s him.” “Wow. She’s married to him? He’s…hot.” Well, this conversation had taken a turn Lucky didn’t like. Not one little bit.

Instead, the thing that had captured my attention was this big metal column topped by…absolutely nothing. It was doing this in the parking lot of what I had to figure was the main supplier of off-campus food: a retro-fifties fast-food joint. Maybe it’s supposed to be some kind of art, I thought as I stared at the column. I was living in the big city now, after all. Public art happened. Not only that, it didn’t have to make sense. In fact, having it not make sense was probably a requirement. “They took it down for repairs,” a voice beside my suddenly said. I’m kind of embarrassed to admit this, but the truth is, I jumped about a mile. I’d been so mesmerized by the sight of that column extending upward into space, supporting empty air, that I’d totally lost track of all my soon-to-be-fellow students rushing by me. To this day, I can’t quite explain the fascination. But I’ve promised to tell you the 100 percent truth, which means I’ve got to include even the parts which make me appear less than impressive. “Huh?” Yes, all right, I know. Nowhere even near the list of incredibly clever replies. “They took it down for repairs,” the voice said again. “Took it down,” I echoed. By this time, I knew I was well on my way to breaking my own blending-in rule, big time. Sounding like a total idiot can generally be considered a foolproof method of getting yourself noticed. “The car that’s usually up there.” The guy--it was a guy; I’d calmed down enough to realize that--said. I snuck a quick glance at him out of the corner of my eye. First fleeting impression: tall and blond. The kind of muscular-yet-lanky build I’ve always been a sucker for. Faded jeans. Letterman jacket with just about every sport there was represented on it. Gotcha! I thought. BMOC. Big Man on Campus. This made me feel a little better for a couple of reasons. The first was that it showed my skills hadn’t abandoned me completely after all. I could still identify the players pretty much on sight. The second was that in my vast, though admittedly from-a-distance, experience of them, BMOCs have short attention spans for anyone less BOC than they are. Disconcerting and intense as it was at the moment, I could nevertheless take comfort in the fact that this guy’s unexpected and unnatural interest in me was also unlikely to last very long. “An old Chevy, I think,” he was going on now. “It’s supposed to be back soon, though. Not really the same without it, is it?” He actually sounded genuinely mournful. I was surprised to find myself battling back a quick, involuntary smile. He did seem to be more interesting than your average, run-of-the-mill BMOC. I had to give him that. Get a grip, O’Connor, I chastised myself. “Absolutely not,” I said, giving my head a semi-vigorous nod. That ought to move him along, I thought. You may not be aware of this fact, but agreeing with people is often an excellent way of getting them to forget all about you. After basking in the glow of agreement, most people are then perfectly content to go about their business, remembering only the fact that someone agreed and allowing the identity of the person who did the actual agreeing to fade into the background. This technique almost always works. In fact, I’d never known it not to. There was a moment of silence. A silence in which I could feel the BMOC’s eyes upon me. I kept my own eyes fixed on the top of the carless column. But the longer the silence went on, the more strained it became. At least it did on my side. This guy was simply not abiding by the rules. He was supposed to have basked and moved on by now.

Problem Abhijit (Vega), younger sister of Rohini (Aldebaran), desiring seniority (over Rohini?) went to the forest to perform austerities. Thus, Abhijit (Vega) slipped/moved from the sky. At that time (as a result) Indra approached Skandha and asked Skandha to discuss the matter with Brahma. Brahma ordained the beginning of time from Dhanishtha (Sualocin), while previous to this incident the beginning of time was from Rohini and the appropriate number of nakshatras existed (for time reckoning). Being told like this by Indra, Krittika (Pleiades), the nakshatra with Agni as its deity and with the shape of a cart (or with seven heads) became happy and went up in the sky4. My task is to make sense of the incidents described in this Mahabharata passage.

The obsession with quarterly earnings came about because personal compensation was increasingly tied to what happened to the share price. Improving market capitalization became the number one job for senior executives. Success would lead to personal wealth. Sadly,

The cyber industry is riddled with faux experts and self-proclaimed scholars, Tallinn Manual 2.0 is a perfect example of what happens when cyber-upstarts try to proclaim authority on a topic they know nothing about.

Swift Antelope caught Hunter’s arm before he could go inside his mother’s lodge. “Hunter, about the little yellow-hair.” “Yes, what about her?” Swift Antelope glanced uneasily at Bright Star, then plunged ahead. “I would like to make arrangements with you--to take her as my wife. Not right away, of course. When she grows old enough.” The young warrior straightened his shoulders. “I will pay a fine bride price, fifty horses and ten blankets.” Hunter smothered a grin. After a year of raiding, Swift Antelope had only ten horses. How much horse stealing did he plan to do? “Swift Antelope, I don’t think she even likes you.” “Your yellow-hair doesn’t like you too well, either.” He had a point. Hunter stroked his chin, acutely aware of a sparrow singing nearby, of cottonwood leaves rustling in the gentle breeze. Such a peaceful sound. He had enough problems without Swift Antelope adding to them. “Can we discuss this another time?” “No! I mean…well, I’ve heard some other warriors talking. I’m not the only one who wants her. If I wait, you may accept the suit of another. She is very fine, is she not?” Hunter wondered if they were talking about the same skinny girl. Then he focused on Swift Antelope, who was only a few years Amy’s senior. He supposed a younger man might find Amy’s coltish prettiness appealing. “I can see your concern. But you forget one thing, Swift Antelope. You have proven yourself my loyal friend. I will not accept the suit of another. Does that ease your mind?” Swift Antelope still gripped Hunter’s arm. “May I visit with her?” “I don’t know about that. She’s been through a terrible time. Having a young man around might upset her.” “Old Man told me what happened to her. But someone must help her walk back to the sunshine, eh?” Again, Hunter had to concede the point. A difficult path lay ahead of Amy, and her way would be made easier if she had a good friend, a young man who could teach her to trust again. “You will take great care with her?” Swift Antelope grinned. “I will protect her with my life. Your mother says she will be strong enough to go on a walk tomorrow. May I take her?” Hunter placed a heavy hand on the boy’s shoulder. “She won’t want to go. You do realize that?” Swift Antelope nodded. “I can handle her until she gets used to me.” “She’s a fighter.” “And I am twice her size.” Hunter almost wished he could go on this walk. It might prove interesting. Little did Swift Antelope know how useless strength could be when tussling with a frightened female. “Come to my lodge late tomorrow afternoon.” Swift Antelope beamed. “I think we should change her name. Aye-mee? It sounds like a sheep baaing. Golden One. That is a good name for her.

Of course, there was also the bureaucratic B.S. that pervades every organization. Different leaders reacted differently to stress. Some comported themselves well and put the mission first while others allowed stress to impact their decision-making. I use the word “allowed” because that’s just what it is: a choice to open oneself to external influences because the core self lacks the self-awareness to slap adversity in the face and say, “Get outta here. I got this.” Most of our actions at the operator level relied upon the decisions made by senior leaders, and if the decision-making process stalemated for any reason, then momentum lagged across the whole organization—as did results. When this happened—when there was an impetus for action but a lack of contextual awareness—there was only one thing us operators could do: we needed to adapt. We needed to make use of the minimal guidance we had because the problem set (i.e. the threat or crisis) wasn’t going to go away, and the only way to solve it was to fill the gap.

The chance that Don Jr. did not walk these jumos up to his father’s office on the twenty-sixth floor is zero,” said an astonished and derisive Bannon, not long after the meeting was revealed. “The three senior guys in the campaign,” an incredulous Bannon went on, “thought it was a good idea to meet with a foreign government inside Trump Tower in the conference room on the twenty-fifth floor—with no lawyers. They didn’t have any lawyers. Even if you thought that this was not treasonous, or unpatriotic, or bad shit, and I happen to think it’s all of that, you should have called the FBI immediately.

During the campaign, Bill and I both went back and reread The True Believer, Eric Hoffer’s 1951 exploration of the psychology behind fanaticism and mass movements, and I shared it with my senior staff.

The delightful part about digital is that if done right, it actually gets people to tell us who they are and what they’re looking for. Organizations can get an actual understanding of what their needs or aspirations are, enabling every business to be much more relevant in their engagement with customers. When that starts to happen, people get excited because you actually see the people you’re trying to reach and serve as they are. And it makes a huge difference. But for this to happen, the rate and pace of the adoption of digital for everyone has to happen quickly and in the right way to act on and harness this new power. Principally, most organizations have a skills and mindset gap with the amount of process change, tooling, and data that is being put into place. I’m convinced that the future of digital is going to change so many things. And we can’t wait. Most people are just as anxious as I am to get to that future.” —Jon Iwata, senior vice president, marketing and communications, IBM

How could sixty-two million people vote for someone they heard on tape bragging about repeated sexual assault? How could he attack women, immigrants, Muslims, Mexican Americans, prisoners of war, and people with disabilities—and, as a businessman, be accused of scamming countless small businesses, contractors, students, and seniors—and still be elected to the most important and powerful job in the world? How can we as a nation allow untold thousands of Americans to be disenfranchised by voter suppression laws?

They tried to bury us. They didn’t know we were seeds.” —Mexican proverb There are some secrets we don’t share because they’re embarrassing. Like that time I met Naval Ravikant (page 546) by accidentally hitting on his girlfriend at a coffee shop? Oops. Or the time a celebrity panelist borrowed my laptop to project a boring corporate video, and a flicker of porn popped up—à la Fight Club—in front of a crowd of 400 people? Another good example. But then there are dark secrets. The things we tell no one. The shadows we keep covered for fear of unraveling our lives. For me, 1999 was full of shadows. So much so that I never wanted to revisit them. I hadn’t talked about this traumatic period publicly until April 29, 2015, during a Reddit AMA (Ask Me Anything). What follows is the sequence of my downward spiral. In hindsight, it’s incredible how trivial some of it seems. At the time, though, it was the perfect storm. I include wording like “impossible situation,” which was reflective of my thinking at the time, not objective reality. I still vividly recall these events, but any quotes are paraphrased. So, starting where it began . . . It’s the beginning of my senior year at Princeton University. I’m slated to graduate around June of 1999. Somewhere in the next six months, several things happen in the span of a few weeks. First, I fail to make it to final interviews for McKinsey consulting and Trilogy software, in addition to others. I have no idea what I’m doing wrong, and I start losing confidence after “winning” in the game of academics for so long. Second, a long-term (for

Something is wrong. How could sixty-two million people vote for someone they heard on tape bragging about repeated sexual assault? How could he attack women, immigrants, Muslims, Mexican Americans, prisoners of war, and people with disabilities—and, as a businessman, be accused of scamming countless small businesses, contractors, students, and seniors—and still be elected to the most important and powerful job in the world? How can we as a nation allow untold thousands of

Sophie’s the first one of us to have a baby, even though Everly has a five-year-old son, Jake. Everything is happening so fast. Well, for my friends anyway. Sophie met Luke last fall during our senior year at Penn. She was pregnant and married before graduation. Everly met Sawyer last Thanksgiving and they were married over the summer. Sawyer’s son from a previous relationship lives with them full-time and Everly adapted to insta-motherhood better than anyone could have expected. She’s working on a children’s book series about blended families now. Weird, I know. I always assumed she’d write porn. And then there’s Sandra; she’s a few years older than us. Sandra works for Everly’s husband and quickly became a part of our friendship circle, or squad, as Everly prefers we call it. Sandra started dating Gabe at the beginning of the year and was living with him by summer. That leaves me. Chloe Scott. Third wheel, or seventh wheel in this case.

If you work hard, good things will happen

You’re teaching nursing?” he asked, surprised. She nodded. “I’ve been doing that for the past year or so. Turns out I like it.” “My new sister-in-law, Shelby—she’s a student there, in nursing. Cutest thing you’ll ever see. Best thing that ever happened to Luke. Any chance you know her?” “What year is she in?” Franci asked. “First year. She got married in her first semester because Paddy and Colin were done with their deployments—she waited for all the Riordans to be available. She’s way younger than Luke and is just starting college.” Franci tilted her head and smiled, thinking how sweet it was that cranky, womanizing old Luke ended up with a sweet young girl who was determined to get an education. “I’m pretty sure I haven’t met Luke’s wife. Most of the freshmen are stuck in liberal-arts courses the first year. I teach one medical-surgical course and one that boils down to charting ER patients. I’m just one of many instructors. Mostly, I teach juniors and seniors. I share an office on campus with another nursing instructor and I only teach a couple of days a week. Except for meetings, of which there are too many.” “You never did go for the meetings,” he said with a smile. “I’ll have to tell Shelby to introduce herself. You’ll love her. You’ll—” “One thing at a time, all right?” Franci asked patiently.

At points on the day’s spectrum of adverse political developments, he could have moments of, almost everyone would admit, irrationality. When that happened, he was alone in his anger and not approachable by anyone. His senior staff largely dealt with these dark hours by agreeing with him, no matter what he said. And if some of them occasionally tried to hedge, Hope Hicks never did. She agreed absolutely with all of it.

The three senior guys in the campaign,” an incredulous Bannon went on, “thought it was a good idea to meet with a foreign government inside Trump Tower in the conference room on the twenty-fifth floor—with no lawyers. They didn’t have any lawyers. Even if you thought that this was not treasonous, or unpatriotic, or bad shit, and I happen to think it’s all of that, you should have called the FBI immediately. Even if you didn’t think to do that, and you’re totally amoral, and you wanted that information, you do it in a Holiday Inn in Manchester, New Hampshire, with your lawyers who meet with these people and go through everything and then they verbally come and tell another lawyer in a cut-out, and if you’ve got something, then you figure out how to dump it down to Breitbart or something like that, or maybe some other more legitimate publication. You never see it, you never know it, because you don’t need to.… But that’s the brain trust that they had.

there were many contacts during the campaign and the transition between Trump associates and Russians—in person, on the phone, and via text and email. Many of these interactions were with Ambassador Kislyak, who was thought to help oversee Russian intelligence operations in the United States, but they included other Russian officials and agents as well. For example, Roger Stone, the longtime Trump political advisor who claimed that he was in touch with Julian Assange, suggested in August 2016 that information about John Podesta was going to come out. In October, Stone hinted Assange and WikiLeaks were going to release material that would be damaging to my campaign, and later admitted to also exchanging direct messages over Twitter with Guccifer 2.0, the front for Russian intelligence, after some of those messages were published by the website The Smoking Gun. We also know now that in December 2016, Trump’s son-in-law and senior advisor, Jared Kushner, met with Sergey Gorkov, the head of a Kremlin-controlled bank that is under U.S. sanctions and tied closely to Russian intelligence. The Washington Post caused a sensation with its report that Russian officials were discussing a proposal by Kushner to use Russian diplomatic facilities in America to communicate secretly with Moscow. The New York Times reported that Russian intelligence attempted to recruit Carter Page, the Trump foreign policy advisor, as a spy back in 2013 (according to the report, the FBI believed Page did not know that the man who approached him was a spy). And according to Yahoo News, U.S. officials received intelligence reports that Carter Page met with a top Putin aide involved with intelligence. Some Trump advisors failed to disclose or lied about their contacts with the Russians, including on applications for security clearances, which could be a federal crime. Attorney General Jeff Sessions lied to Congress about his contacts and later recused himself from the investigation. Michael Flynn lied about being in contact with Kislyak and then changed his story about whether they discussed dropping U.S. sanctions. Reporting since the election has made clear that Trump and his top advisors have little or no interest in learning about the Russian covert operation against American democracy.

I was—and still am—worried about our country. Something is wrong. How could sixty-two million people vote for someone they heard on tape bragging about repeated sexual assault? How could he attack women, immigrants, Muslims, Mexican Americans, prisoners of war, and people with disabilities—and, as a businessman, be accused of scamming countless small businesses, contractors, students, and seniors—and still be elected to the most important and powerful job in the world? How can we as a nation allow untold thousands of Americans to be disenfranchised by voter suppression laws?

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? Many, many moons ago, I used to be a corporate lawyer. I was an ambivalent corporate lawyer at best, and anyone could have told you that I was in the wrong profession, but still: I’d dedicated tons of time (three years of law school, one year of clerking for a federal judge, and six and a half years at a Wall Street firm, to be exact) and had lots of deep and treasured relationships with fellow attorneys. But the day came, when I was well along on partnership track, that the senior partner in my firm came to my office and told me that I wouldn’t be put up for partner on schedule. To this day, I don’t know whether he meant that I would never be put up for partner or just delayed for a good long while. All I know is that I embarrassingly burst into tears right in front of him—and then asked for a leave of absence. I left work that very afternoon and bicycled round and round Central Park in NYC, having no idea what to do next. I thought I’d travel. I thought I’d stare at the walls for a while. Instead—and it all happened so suddenly and cinematically that it might defy belief—I remembered that actually I had always wanted to be a writer. So I started writing that very evening. The next day I signed up for a class at NYU in creative nonfiction writing. And the next week, I attended the first session of class and knew that I was finally home. I had no expectation of ever making a living through writing, but it was crystal clear to me that from then on, writing would be my center, and that I would look for freelance work that would give me lots of free time to pursue it. If I had “succeeded” at making partner, right on schedule, I might still be miserably negotiating corporate transactions 16 hours a day. It’s not that I’d never thought about what else I might like to do other than law, but until I had the time and space to think about life outside the hermetic culture of a law practice, I couldn’t figure out what I really wanted to do.

What had happened was that the German army had deep misgivings about the western offensive, afraid that success would go to Hitler’s head, as indeed it did, and the failed British offensive had made them nervous. Hitler in particular was worried about whether his tanks would manage to get through the marshy ground to the west of Dunkirk. He was also nervous at the prospect of Gamelin’s inevitable counterattack from the south east. But his senior military advisers were divided about what to do. There were angry meetings at Hitler’s military OKH headquarters, the operational command of the army.  There is some evidence to suggest that Hitler was reluctant to destroy the British, believing that the British empire – like the Roman Catholic church – was one of the pillars which held up the world (his favourite film was Lives of a Bengal Lancer). The controversial stop order was to have enormous implications, preventing Guderian from winning the war that week – it could be said to have been Hitler’s fatal strategic error.

Our research and extensive interviews with executives and senior practitioners in the digital transformation process revealed that digital leaders think differently about high performance. In successful digital organizations, pushing the performance envelope, rewarding high performance, and learning how to invest in “optimal” mindsets are all critical parts needed to drive and sustain digital changes. “Overall, starting with a feeling of optimism promotes hope and overrides any other sentiments in your work. What would happen if all your employees felt different about coming to work? There would be a different buzz about the building. There would be a different outlook that would help people look forward to what’s next and what’s coming up. This optimism and hope creates an environment that inspires people to seek out their best and find levels of performance that maybe before they never thought were attainable. Starting with this whole new and different chemistry, any workplace is far better suited to achieve its goals and be its best, even in times of difficulty or adversity.” —Pete Carroll, head coach, the Super Bowl Champion Seattle Seahawks

one political party realized they could continue to benefit from manipulating the facts, and because certain people valued politics over objective truth. All of that became possible because, on a Sunday morning, five days after the attack, the sitting president’s campaign opened the door to politicizing intelligence, and because those who should have known better—senior intelligence officials like me—didn’t recognize what was happening in time to stop it.

Flying saucers aside, a visceral childhood fascination with what’s out there, launched by pop culture and propelled by real-life space missions during NASA’s heyday, is a recurring narrative among SETI researchers. “I’m a child of the Apollo era,” said Mark Showalter, a Sagan Center senior research scientist. “I’m in this room today because of Neil Armstrong. Watching the moonwalk — that was the most exciting thing I’d ever seen in my life.” To date, Showalter has discovered, or co-discovered, six moons in the solar system: Pan (orbiting Saturn); Mab and Cupid (Uranus); Kerberos and Styx (Pluto); and just last year, a Neptune moon, still unnamed. “We could be sending missions to all kinds of fantastic destinations and learning things for decades to come,” he said. But the scheduled NASA voyages to the outer planets appear nearly done.  The New Horizons spacecraft flies by Pluto next year; the probes to Jupiter and Saturn shut down in 2017. Even the much-heralded Clipper mission — the proposed robotic expedition to Europa — isn’t yet a go. So far, with a projected $2 billion cost, only $170 million has been appropriated. At 56, Showalter concedes that his professional career will conclude with these final journeys. “It takes twenty years from the time you start thinking about the project to the time you actually get to the outer planets,” he said. And without new missions, he worries, and wonders, about the new generation. “It’s the missions that capture imaginations. If those aren’t happening, kids might not go into science the way my generation did.

BlockChalk is a virtual community bulletin board for neighborhoods in nearly nine thousand cities. In function, it is like a hyper-local version of Twitter. From your cell phone, you can leave a message for someone on your block or street, whether it is to report something you found, announce something happening in your neighborhood, ask to borrow an item, warn people of something to watch out for, or just chat. A typical “chalk” (BlockChalks’s word for a message) reads, “Found dog while running last night @River Bank De & Poppy Way in Edgewater . . . Please post on here if he’s yours, or you know who he belongs to.” It was created by Josh Whiting, who was formerly a senior engineer for craigslist and Del.icio.us, to make it easy for neighbors to interact with each other. Recognizing that some users will want to keep their identity and location anonymous, you can reply privately or respond publicly, “chalkback.

At the beginning of the Cold War, George Kennan, a senior U.S. diplomat, advised his country to “contain” Soviet communism rather than capitulate to or crusade against it. Containment entailed not only military and economic strength, not only diplomacy, but also soft power—the attractiveness of a good example. Crucial, he wrote in 1947, was “the degree to which the United States can create among the peoples of the world generally the impression of a country which knows what it wants, which is coping successfully with the problem of its internal life and with the responsibilities of a World Power, and which has a spiritual vitality capable of holding its own among the major ideological currents of the time.”19 Kennan knew that the United States could do this, but knew that it might not, and he saw with a clear eye what would happen if it did not. He understood then what Americans should understand today: that their ability to negotiate their country’s internal divisions and their confidence in their constitutional democracy have consequences for the wider world. Now, as then, what happens within America is not just about America.

Dear Amy: Eighteen years ago, I left my career to stay home. Now, I have two seniors heading to college and too much free time. I am happily married to a man who has a successful business and works from home. I have friends and volunteer, but I'm bored. I don't want to return to work full time because my youngest is still in school. I spend time thinking about small businesses I could start or jobs to apply for, but I can't seem to pick one and get going. How can I decide what to do and actually make it happen? In the Doldrums You don't need to map out the rest of your life right now; you need only to get unstuck. Start by applying for part-time jobs, any part-time job. It might take you a while to get something because you've been out of the workforce. If it were me, I'd try to work the lunch shift at a busy diner. The tiring workday, responsibilities and glancing interaction with people from all walks of life could be good for you and might inspire your next phase. Read "I Could Do Anything If I Only Knew What It Was: How to Discover What You Really Want and How to Get It," by Barbara Sher with Barbara Smith (Dell). The authors offer thoughtful and practical suggestions for getting unstuck. Amy's column appears seven days a

Paul underwent a radical change in values, self-definition, and commitments. “Where in the orthodoxy of the Torah was there room for a crucified Christ?” asks Meyer (1986:162), and he answers, “Nowhere.” Paul experienced a fundamental revision of his perception of Jesus of Nazareth and of the salvific value of the Law; and in spite of the many and important elements of his worldview that remained essentially unaltered (to which I shall return) it is preferable to use the term “conversion” (or, at least, “transformation”) for what happened to him, as Gaventa demonstrates in a very thorough analysis of the evidence (1986:17-51; cf Senior and Stuhlmueller 1983:168). It was indeed a primordial experience and one that Paul understood to be paradigmatic of that of every Christian (Gaventa 1986:38). So even Peter, Paul, and John, who had lived as righteous Jews, had to experience something else in order to be members of the people of God; they had to have faith in Christ (Sanders 1983:172).

great environments don’t happen because architects create them, but because cultures create them;

Korie: When I was a student at Ouachita Christian School, my senior-year Bible teacher, David Matthews, adopted a little five-year-old boy. In class that year, we talked a lot about how important it was for Christians families to adopt and that children should never be left without a home and loving parents. The idea always stuck with me. James 1:27 says: “Religion that God our Father accepts as pure and faultless is this: to look after orphans and widows in their distress and to keep oneself from being polluted by the world.” When we were dating, like most couples, Willie and I talked about how many kids we wanted to have. I told Willie about my desire to adopt and he was all for it. We both grew up with big families so we decided we wanted to have four kids, with at least one of them through adoption. We never knew how that would happen. We didn’t know if we would adopt a boy or a girl or a newborn baby or older child. We decided we would remain open, and if God wanted it to happen, it would happen. There were several families at White’s Ferry Road Church that adopted children, including one couple that had adopted biracial twins. Their lawyer came to them and asked if they were interested in adopting another biracial child who was about to be born. They told her they couldn’t do it at the time, but they remembered that we had expressed an interest in adopting a child. Their lawyer called Willie and me and told us how difficult it was to place biracial children in homes in the South. We were shocked. It was the twenty-first century. We committed to being a part of changing that in our society. Skin color should not make a difference.

You have a good time with Mel today?” “Yes. Was Christopher a lot of trouble?” He shook his head with a chuckle. “Nah, he’s a kick. He wants to know everything. Every detail. ‘Why is it a quarter teaspoon of that?’ ‘What does the Crisco on the tray do?’ And man, yeast blows him away. I think he has a little scientist in him.” Paige thought, he couldn’t ask his father questions. Wes didn’t have the patience to answer them. “John, do you have family?” “Not anymore. I was an only child. And my folks were older, anyway—they didn’t think they were going to have kids. Then I surprised ’em. Boy, did I surprise ’em. My dad died when I was about six—a construction accident. And then my mom when I was seventeen, right before my senior year.” “I’m so sorry.” “Yeah, thanks. It’s okay. I’ve had a good life.” “What did you do when you lost your mother? Go live with aunts or something?” “No aunts,” he said, shaking his head. “My football coach took me in. It was good—he had a nice wife, good bunch of little kids. Might as well have lived with him. He acted like he owned me during football, anyway,” he said with a laugh. “Nah, kidding aside, that was a good thing he did. Good guy. We used to write—now we email.” “What happened to your mom?” “Heart attack.

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.

The thing is, there’s generally no consequence for bad police behavior, even repeated or serially bad behavior. Even if individual officers are successfully sued, the only thing that happens is that the city’s corporation counsel pays out some cash, and life just goes on as before. An officer’s record of complaints or settlements isn’t listed publicly. A defense lawyer who wants to find out if the officer who arrested his client has ever, say, bounced an old lady’s head off a sidewalk or lied to a judge about witnessing a drug sale has to meet an extraordinary legal standard to get access to that info. In order to look at an officer’s record, you have to file what’s called a “Gissendanner motion,” the term referring to a 1979 case, People v. Gissendanner. In that case, a woman in the Rochester suburb of Irondequoit was busted in a sting cocaine sale by a pair of undercover police. The court in that case held that the defendant isn’t entitled to subpoena the records of arresting officers willy-nilly, but that you needed a “factual predicate” to look for records of, say, excessive force or entrapment. In other words, you already need to know what you’re looking for before you find it. What this all boils down to is, if you really feel like it, you can definitely sue the New York City Police Department. Since so much of what they do happens on the street, in front of witnesses, you might very well even win. But even if you win, there’s not necessarily any consequence. The corporation counsel’s office doesn’t call up senior police officials after lawsuits and say, “Hey, you’ve got to get rid of these three meatheads in the Seventy-Eighth Precinct we keep paying out settlements for.” In fact, when there are successful lawsuits, individual officers typically aren’t even informed of it. What makes this so luridly fascinating is that this system is the exact inverse of the no-jail, all-settlement system of justice that governs too-big-to-fail companies like HSBC. Big banks get caught committing crimes, at worst they pay a big fine. Instead of going to jail, a check gets written, and it comes out of the pockets of shareholders, not the individuals responsible. Here it’s the same thing. Police make bad arrests, a settlement comes out of the taxpayer’s pocket, but the officer himself never even hears about it. He doesn’t have to pay a dime. And life goes on as before.

The Obama administration’s efforts to forge “a new beginning” with Iran might well mean that one of the most determined enemies of America will possess a nuclear weapon by the end of Obama’s term. Here’s the grim assessment of Ali Younesi, senior advisor to President Rouhani and formerly Iran’s intelligence minister: Obama is the weakest of U.S. presidents; he had humiliating defeats in the region. Under him the Islamic awakening happened. . . . Americans witnessed their greatest defeats in Obama’s era: Terrorism expanded, the U.S. had huge defeats under Obama and that is why they want to compromise with Iran.

Many teachers felt that no matter how creative they were in the classroom, it wouldn’t make a difference anyway. They talked about a devastating erosion in standards, how the students of today bore no resemblance to the students of even ten or fifteen years ago, how their preoccupations were with anything but school. It was hard for teachers not to feel depressed by the lack of rudimentary knowledge, like in the history class in which students were asked to name the president after John F. Kennedy. Several students meekly raised their hands and proffered the name of Harry Truman. None gave the correct answer of Lyndon Johnson, who also happened to have been a native Texan. In 1975, the average SAT score on the combined math and verbal sections at Permian was 963. For the senior class of 1988–89, the average combined SAT score was 85 points lower, 878. During the seventies, it had been normal for Permian to have seven seniors qualify as National Merit semi-finalists. In the 1988–89 school year the number dropped to one, which the superintendent of schools, Hugh Hayes, acknowledged was inexcusable for a school the size of Permian with a student body that was rooted in the middle class. (A year later, with the help of $15,000 in consultant’s fees to identify those who might pass the required test, the number went up to five.)

Despite the refusal of the Obama Justice Department to prosecute anyone at the IRS, it is clear that what happened was an epic clampdown on any conservative voices speaking or advocating against the president’s disastrous policies and in favor of patriotism and adherence to the Constitution and the rule of law. Over the course of twenty-seven months leading up to the 2012 election, not a single Tea Party–type organization received tax-exempt status. Many were unable to operate; others disbanded because donors refused to fund them without the IRS seal of approval; some organizations and their donors were audited without justification; and many incurred legal fees and costs fighting the unlawful conduct by Lerner and other IRS employees. The IRS suppressed the entire Tea Party movement just in time to help Obama win reelection. And everyone in the administration involved in this outrageous conduct got away with it without being punished or prosecuted. Was it simply a case of retribution against the perceived “enemies” of the administration? No, this was much bigger than political payback. It was a systematic and concerted effort to squash the Tea Party movement—one of the most organic and powerful political movements in recent memory—during an election season. [See Appendix for select IRS documents uncovered by Judicial Watch.] This was about campaign politics. It was a scandal for the ages. President Obama obviously wanted this done even if he gave no direct orders for it. In 2015, he told Jon Stewart on The Daily Show that “you don’t want all this money pouring through non-profits.” But there is no law preventing money from “pouring through non-profits” that they use to achieve their legal purposes and the objectives of their members. Who didn’t want this money pouring through nonprofits? Barack Obama. In the subsequent FOIA litigation filed by Judicial Watch, the IRS obstructed and lied to a federal judge and Judicial Watch in an effort to hide the truth about what Lois Lerner and other senior officials had done. The IRS, including its top political appointees like IRS Commissioner John Koskinen and General Counsel William J. Wilkins, have much to answer for over their contempt of court and of Congress. And the Department of Justice lawyers and officials enabling this cover-up in court need to be held accountable as well. If the Tea Party and other conservative groups had been fully active in the critical months leading up to the 2012 election, would Mitt Romney have been elected president? We will, of course, never know for certain. But we do know that President Obama’s Internal Revenue Service targeted right-leaning organizations applying for tax-exempt status and prevented them from entering the fray during that period. That is how you steal an election in plain sight. Accountability is not something we will get from the Obama administration. But Judicial Watch will continue its independent investigation and certainly any new presidential administration should take a fresh look at this IRS scandal.

You quit? I thought you said it was too dangerous to quit, Alex. You said people who try to get out die." "I almost did. If it weren't for Gary Frankel, I probably wouldn't have made it. . . ." "Gary Frankel?" The nicest, geekiest guy in school? For the first time I scan Alex's face and see a faint, new scar above his eye and nasty ones by his ear and neck. "Oh, God! W-what did they d-do to you?" He takes my hand and places it on his chest. His eyes are intense and dark, like they were the first time I noticed him in the parking lot that first day of school senior year. "It took me a long time to realize I needed to fix everything The choices I made. The gang. Bein' beaten to within an inch of my life and branded like cattle was nothin' compared to losin' you. If I could take back every word I said in the hospital, I would. I thought if I pushed you away, I'd be protectin' you from what happened to Paco and my dad." He looks up and his eyes pierce mine. "I'll never push you away again, Brittany. Ever. I swear." Beaten? Branded? I'm feeling sick to my stomach and tears sting my eyes. "Shh." He puts his arms around me, rubbing his hands across my back. "It's all right. I'm okay," he chants over and over again, his voice catching.

The first Superfortress reached Tokyo just after midnight, dropping flares to mark the target area. Then came the onslaught. Hundreds of planes—massive winged mechanical beasts roaring over Tokyo, flying so low that the entire city pulsed with the booming of their engines. The US military’s worries about the city’s air defenses proved groundless: the Japanese were completely unprepared for an attacking force coming in at five thousand feet. The full attack lasted almost three hours; 1,665 tons of napalm were dropped. LeMay’s planners had worked out in advance that this many firebombs, dropped in such tight proximity, would create a firestorm—a conflagration of such intensity that it would create and sustain its own wind system. They were correct. Everything burned for sixteen square miles. Buildings burst into flame before the fire ever reached them. Mothers ran from the fire with their babies strapped to their backs only to discover—when they stopped to rest—that their babies were on fire. People jumped into the canals off the Sumida River, only to drown when the tide came in or when hundreds of others jumped on top of them. People tried to hang on to steel bridges until the metal grew too hot to the touch, and then they fell to their deaths. After the war, the US Strategic Bombing Survey concluded: “Probably more persons lost their lives by fire at Tokyo in a six-hour period than at any time in the history of man.” As many as 100,000 people died that night. The aircrews who flew that mission came back shaken. [According to historian] Conrad Crane: “They’re about five thousand feet, they are pretty low... They are low enough that the smell of burning flesh permeates the aircraft...They actually have to fumigate the aircraft when they land back in the Marianas, because the smell of burning flesh remains within the aircraft. (...) The historian Conrad Crane told me: I actually gave a presentation in Tokyo about the incendiary bombing of Tokyo to a Japanese audience, and at the end of the presentation, one of the senior Japanese historians there stood up and said, “In the end, we must thank you, Americans, for the firebombing and the atomic bombs.” That kind of took me aback. And then he explained: “We would have surrendered eventually anyway, but the impact of the massive firebombing campaign and the atomic bombs was that we surrendered in August.” In other words, this Japanese historian believed: no firebombs and no atomic bombs, and the Japanese don’t surrender. And if they don’t surrender, the Soviets invade, and then the Americans invade, and Japan gets carved up, just as Germany and the Korean peninsula eventually were. Crane added, The other thing that would have happened is that there would have been millions of Japanese who would have starved to death in the winter. Because what happens is that by surrendering in August, that givesMacArthur time to come in with his occupation forces and actually feedJapan...I mean, that’s one of MacArthur’s great successes: bringing in a massive amount of food to avoid starvation in the winter of 1945.He is referring to General Douglas MacArthur, the supreme commander for the Allied powers in the Pacific. He was the one who accepted theJapanese emperor’s surrender.Curtis LeMay’s approach brought everyone—Americans and Japanese—back to peace and prosperity as quickly as possible. In 1964, the Japanese government awarded LeMay the highest award their country could give a foreigner, the First-Class Order of Merit of the Grand Cordon of the Rising Sun, in appreciation for his help in rebuilding the Japanese Air Force. “Bygones are bygones,” the premier of Japan said at the time.

A group of researchers asked ninety-nine college freshmen and sophomores to think back a few years and recall the grades they had received for high school classes in math, science, history, foreign language study, and English.44 The students had no incentive to lie because they were told that their recollections would be checked against their high school registrars’ records, and indeed all signed forms giving their permission. Altogether, the researchers checked on the students’ memories of 3,220 grades. A funny thing happened. You’d think that the handful of years that had passed would have had a big effect on the students’ grade recall, but they didn’t. The intervening years didn’t seem to affect the students’ memories very much at all—they remembered their grades from their freshman, sophomore, junior, and senior years all with the same accuracy, about 70 percent. And yet there were memory holes. What made the students forget? It was not the haze of years but the haze of poor performance: their accuracy of recall declined steadily from 89 percent for A’s to 64 percent for B’s, 51 percent for C’s, and 29 percent for D’s. So if you are ever depressed over being given a bad evaluation, cheer up. Chances are, if you just wait long enough, it’ll improve.

None of these failures occurred overnight or out of the blue. Quite the opposite. The seeds of failure were taking root for months or years while senior management remained blissfully unaware. In many organizations, like those discussed in this chapter, countless small problems routinely occur, presenting early warning signs that the company's strategy may be falling short and needs to be revisited. Yet these signals are often squandered. Preventing avoidable failure thus starts with encouraging people throughout a company to push back, share data, and actively report on what is really happening in the lab or in the market so as to create a continuous loop of learning and agile execution.

You’re witnessing something very special – you’re witnessing one of the senior American Buddhist teachers fail.” What was amazing, Fronsdal says, was her relaxed acknowledgement; she did not defend or deny what was happening, but simply accepted it with ease. Her easy relationship with failure demonstrated something more powerful than the content of her speech.

As he opened the door to the building, he recognized the smell even through his mask. He didn’t describe to Reine-Marie in detail what he’d found. But he’d told her enough, and she’d seen the subsequent news reports to know that all had been as far from well as it was possible to get. The most vulnerable. The weak. The infirm. Those who could not care for themselves had been abandoned. Left to die. And die they had. Armand had been the first in and last out. Staying with each man and woman, each body, until all had been removed. He’d immediately sent teams to other nursing homes, until all of them had been checked. And all the horrors uncovered. It was a shame he’d carry all his life. Not that he himself had abandoned these people, but that Québec had. Quebeckers had. And he, as a senior police officer, hadn’t realized sooner that this could happen in a pandemic. That this could ever happen. Here. Here.

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

happen, and how. They didn’t want to wait too long, or go in before they were fully prepared. And inevitably, there would be casualties when they went in. At the request of the police, Marie-Laure, Gabriel, and Paul walked to a police bus parked half a block away and got in to confer with the senior officer in charge. Bruno Perliot was the captain coordinating the SWAT teams and responsible for police response. They were planning their entry attack as the others waited outside, cringing every time they heard gunshots again. “We don’t know why he’s in there,” Perliot said with a calm voice and angry eyes. This was exactly the kind of situation they had feared for years, involving a building full of children.

A common fear for companies is that if they open up a space for customers to share their problems, that it will be really negative and toxic. To that, I always remind them that any negativity that people feel toward your product is already being shared, just not in spaces where you have access and influence. It's much better to be able to own the space where these conversations are happening, to hear what people are saying, and be able to proactively respond. Kobe always recommends taking any heated conversations offline, “Ask the member to chat over email or phone where you can address their concerns one-on-one, or even escalate to a senior customer support agent to address sensitive situations.” Even in the most negative communities, over time you can turn the corner and develop a culture of positivity and optimism by continuing to show up, make your customers feel heard, and address their concerns with honesty and transparency.

set of planned events with great accuracy as early as 2010: “We received an 11-page document from an insider who attended the Senior Masons Conference in London in 2005. The content of the discussion was really outrageous. Our intelligence provider reports: The Third World War is about to happen. This is already planned. It will be a war of nuclear weapons and biological weapons. Our intelligence

THE HORROR OF THE UNPROFESSIONAL I was surprised to learn that when Secretary of Defense Ashton Carter wanted to scold Russia for its campaign of airstrikes in Syria in the fall of 2015, the word he chose to apply was “unprofessional.” Given the magnitude of the provocation, it seemed a little strange—as though he thought there were an International Association of Smartbomb Deployment Executives that might, once alerted by American officials, hold an inquiry into Russia’s behavior and hand down a stern reprimand. On reflection, slighting foes for their lack of professionalism was something of a theme of the Obama years. An Iowa Democrat became notorious in 2014, for example, when he tried to insult an Iowa Republican by calling him “a farmer from Iowa who never went to law school.” Similarly, it was “unprofessionalism” (in the description of Thomas Friedman) that embarrassed the insubordinate Afghan-war General Stanley McChrystal, who made ill-considered remarks about the president to Rolling Stone magazine. And in the summer of 2013, when National Security Agency contractor Edward Snowden exposed his employer’s mass surveillance of email and phone calls, the aspect of his past that his detractors chose to emphasize was … his failure to graduate from high school.14 How could such a no-account person challenge this intensely social-science-oriented administration? But it was public school teachers who made the most obvious target for professional reprimand by the administration. They are, after all, pointedly different from other highly educated professions: Teachers are represented by trade unions, not proper professional associations, and their values of seniority and solidarity conflict with the cult of merit embraced by other professions. For years, the school reform movement has worked to replace or weaken teachers’ unions with remedies like standardized testing, charter schools, and tactical deployment of the cadres of Teach for America, a corps of enthusiastic graduates from highly ranked colleges who take on teaching duties in classrooms across the country after only minimal training.

Listen Corporal… Turner,” she whispered into his ear. He turned very white. Samantha wasn’t tall, but she acted tall. Tall and dangerous. She passed for a high school senior but she felt older. “Have you seen what happens when the Marines send their best teams into Compton?

KaBoom…. The roar of the cannon could be heard reverberating for miles around. The volatile sound boomed off the side of the hill that the school was on, and echoed across the Bagaduce River. I don’t know if the 3”/50 caliber gun, mounted as a decorative piece in front of Richardson Hall, was ever fired in anger, but now for the first time, as far as anyone could remember, it had been fired as a lark. The parking lot was a mess. Strewn across the melting snow were brightly colored panties, brassieres and other ladies’ garments. There were bras hanging from the electric wires and trees. It was obvious that the cannon had been fired as a prank since we could later hear the seniors talk about what they had had to do to get these items to start with. Although the chatter continued for some time, no one was ever identified as the culprit. In fact, the administration took the position that it never even happened since that way nobody had to lie or be held accountable. No logbook entries were ever made since it did not happen on either of the watches. Nothing was broken and the all-too-visible attire could have fallen from an airplane, for all anyone knew.

Voldemort is incapable of feeling love. The story goes that his mother Merope was in love with a muggle, Tom Senior who didn't reciprocate the same feelings for her. One day she decided to spike Tom's drink with a love potion and young Tom Riddle was conceived while Tom Senior was still under the effects of the potion. When Tom Riddle Senior’s potion had worn off and he'd realized what had happened he ran away never to come back. Later Merope would die leaving little Tom Riddle in an orphanage giving him zero hope in the love department.

Aside from the waste, fraud has a terribly demoralising effect on scientists. As we’ve seen, one reason that so many frauds manage to infiltrate the literature is that, in general, scientists are open-minded and trusting. The norm for peer reviewers is to be sceptical of how results are interpreted, but the thought that the data are fake usually couldn’t be further from their minds. The sheer prevalence of fraud, though, means that we all need to add a depressing option to our repertoire of reactions to questionable-looking papers: someone might be lying to us. Nor is it just other people’s papers that require this extra vigilance: fraud can happen on any scientist’s own doorstep. Because papers are rarely authored by lone researchers, a fraudulent co-author can sometimes tarnish the reputation of entire teams of innocent colleagues. In many cases the perpetrator is a junior lab member who drags their senior co-authors’ names through the mud, as in the case of Michael LaCour’s fake gay-marriage canvassing study. Sometimes it goes the other way, with established scientists recklessly jeopardising the careers of their subordinates (the report into Diederik Stapel’s fraud noted, for example, that no fewer than ten of his students’ PhD theses were reliant on his faked data). And we already saw the ultimate cost of reputational damage in the case of Yoshiki Sasai, who took his own life after finding himself involved in the STAP stem-cell scandal.

I can’t help thinking, though, that we may have . . . tinkered with the past, Archchancellor,’ said the Senior Wrangler. ‘I don’t see how,’ said Ridcully. ‘After all, the past happened before we got here.’ ‘Yes, but now we’re here, we’ve changed it.’ ‘Then we changed it before.’ And that, they felt, pretty well summed it up. It is very easy to get ridiculously confused about the tenses of time travel, but most things can be resolved by a sufficiently large ego.

Garys droning on about how many hours they billed back in their day. And Nora wants to scream at them in the break room, “Things were different!” They billed for spending the night at the print shop, waiting for closing documents to be spat out and manually compiled. They billed the hours they slept on a plane traveling to in-person meetings. They counted the time spent driving to any number of legal libraries for archaic case law research that has now gone completely online, all while chitchatting on the road. Chitchat is now obsolete. In contrast, for every six-minute increment of their time billed, Nora and her peers sit hunched over computers. Meetings happen on-screen. She takes calls on the evening commute. Her email chimes just before bedtime. The volume of work she can handle in a day has more than doubled since Gary was a young attorney, and yet somehow Nora’s work ethic is the butt of every senior partner’s joke. Millennials, as a punchline, stands on its own.

As A Teenager, I Dreamt Of Becoming An Engineer. One Day Janaki Amma Heard Me And Felt I Was Good. She Said That I Consider Taking Up Singing. I Met A Few Music Directors, But Nothing Happened. There Were Illustrious Seniors Around At That Time. A Few Years Later, I Won A Competition And Got My Break In The Telugu Industry.

Kishore knew that he had to bring a quality senior management team, but was a bit hesitant about the kind of people he wanted. He would say, 'I don't want the fancy MBA-types. They don't fit in to our organisation because they are too proud of the fact that they are an MBA. Suit, boot pahen ke baith jayenge par product nahi bikega.

The fracas was frequently portrayed in the media as two world-famous Harvard professors brought low by a graduate student from a lesser-known, unorthodox department. This is largely hyperbole. But the clash did illustrate an import aspect of economics—something that the profession shares with other sciences: Ultimately, what determines the standing of a piece of research is not the affiliation, status, or network of the author; it is how well it stacks up to the research criteria of the profession itself. The authority of the work derives from its internal properties—how well it is put together, how convincing the evidence is—not from the identity, connections, or ideology of the researcher. And because these standards are shared within the profession, anyone can point to shoddy work and say it is shoddy.¶¶ This may not seem particularly impressive, unless you consider how unusual it is compared to many other social sciences or much of the humanities.## It would be truly rare in those other fields for a graduate student to get much mileage challenging a senior scholar’s work, as happens with some frequency in economics. But because models enable the highlighting of error, in economics anyone can do it.

By drawing on Taylor and Arendt, I have made alternative claims for the visioning process: that it is a necessary and powerful way for groups of staff to exercise freedom together, of imagining a new future, but that it is a temporary and partial process which cannot map out all aspects of knowing how to take the next steps. As generalisations, such statements only take us so far in knowing how to act. Rather, it is incumbent upon staff in organisations continuously to look for ways to discuss, argue over, rework and functionalise these idealisations. I am arguing that change is not something which can be just designed and prescribed by senior managers in an idealised strategy process, but is happening every day in every department and unit in the organisation. Being open to what the organisation is already becoming allows for the possibility of the practical implications of a visioning process to emerge. The dangers of not being open implies that we already know what’s best for the organisation irrespective of the variety of work environments where staff are already largely doing their best to make things work. It then has the potential for bullying and even violence, where by violence I take Arendt’s definition of the prevention of the necessary daily struggles over power.

Whatever actually happened or was said, McChystal's refusal to defend himself - to give me any ammunition to use on his behalf - made it impossible for me to save his job. But to this day, I believe he was given the bum's rush by Biden, White House staff, and NSS who harbored deep resentment toward his unyielding advocacy the previous fall of counterinsurgency and a huge troop surge in Afghanistan; who interpreted his public comments back than as "boxing in" the president; and who continued to oppose the strategy approved by the president and the way McChrystal was implementing it. I am convinced the "Rolling Stone" article gave the president, egged on by those around him in the White House, and himself distrustful of the senior military, and opportunity he welcomed to demonstrate vividly - to the public and to the Pentagon - that he was commander in chief and fully in control of the military.

Hoffman looked down at the body bag. The order had come directly from the Führer’s senior field officer, Reichsmarschall Haas to Hoffman’s commanding officer. Der Führer had asked to inspect this curious body for himself… and to ask the men who’d seen what happened to explain directly to him what they’d witnessed. The clattering from above had grown much louder. He looked up, carefully shading his eyes, to see the yawning loading bay was now only twenty or thirty feet above them. The freight platform finally jerked to a halt inside the bay where Hoffman saw a couple of SS Leibstandarte guards standing to attention, dressed crisply in ceremonial black. For an unhappy moment he thought they were going to take possession of the body bag and send Hoffman and his two men back down. But, with a perfunctory nod from one of them, they beckoned Hoffman and the others to follow. A stairwell guarded by two more men took them to the upper deck. The battleship-grey walls that Hoffman and his men had grown used to on the way over – living like battery chickens on the lower decks as Das Mutterschiff sailed gracefully south from the conquered area around New York – now gave way to dark oak panels. The floor no longer metal grilles but a soft maroon carpet that whispered beneath his muddied combat boots. Ahead of them, double doors guarded by two more SS Leibstandarte standing to attention. ‘Oberleutnant Hoffman, to see the Führer,’ announced one of the guards who’d escorted them up from the bay. One of the two standing guard announced their arrival into an intercom. A moment later a young smartly dressed adjutant appeared

Senior year was about to begin. It meant a fresh start, a chance to really come out of her shell. This year, Katie would be confident, sexier, funnier. She’d be a better version of herself, someone who things happened for. She’d come first in life and not dead like she was used to.

I do want to talk to Mina Lee and see what she knows, and the only reason I’m stalling is because I’ve got something to say first. It’s going to piss you off, and I’d really rather be sitting in a public place when it happens.’ “So I won’t storm off?” “Exactly.” “I’d never do that, Daniel.” I stepped closer and looked up at him. “You have the keys, and it’s a very, very long walk--” I snagged the keys from his pocket and took off. I easily darted around a gaggle of senior citizens nearly blocking the sidewalk. Daniel didn’t have as much luck, and I heard him apologizing amid gasps and harrumphs. I raced toward the harbor. I was rounding the local theater, planning to circle back, when Daniel’s shout pulled me up short. I turned. He barreled toward me, his eyes wide with alarm. Right, like I was falling for that one. I started to run again. I should have been able to outpace him easily. I always could. But the next thing I knew, I was being tackled. He knocked me into an alcove, both of us hitting the wall, then collapsing to the ground. “Stay down!” he said. Not much chance of doing anything else with him on top of me. But when I glanced up into his eyes, I saw that the panic wasn’t fake. He looked around as if expecting a posse of armed gunmen to round the corner at any moment. When footsteps sounded, he tensed, muscles bunching, prepared to leap up and defend us against-- Two preteen boys passed the alcove. One of them saw us and whispered to his friend. They grinned our way and shot Daniel a thumbs-up. When they’d gone by, I pushed him off me. “Okay, I might have overreacted,” he said as we sat up. “You think?

I do want to talk to Mina Lee and see what she knows, and the only reason I’m stalling is because I’ve got something to say first. It’s going to piss you off, and I’d really rather be sitting in a public place when it happens.’ “So I won’t storm off?” “Exactly.” “I’d never do that, Daniel.” I stepped closer and looked up at him. “You have the keys, and it’s a very, very long walk--” I snagged the keys from his pocket and took off. I easily darted around a gaggle of senior citizens nearly blocking the sidewalk. Daniel didn’t have as much luck, and I heard him apologizing amid gasps and harrumphs.

Rather than setting up a separate diversity committee or women’s committee with dedicated resources, I recommend that companies instead assemble small, temporary, twenty-first-century leadership task forces. This is an efficient, flexible team with the knowledge and authority to make decisions and the seniority and business networks to influence key stakeholders. Such a team would emphasize the accountability of business leaders for making change happen.

This is why it is so fundamental for us right now to grab hold of this idea of power and to democratize it. One of the things that is so profoundly exciting and challenging about this moment is that as a result of this power illiteracy that is so pervasive, there is a concentration of knowledge, of understanding, of clout. I mean, think about it: How does a friendship become a subsidy? Seamlessly, when a senior government official decides to leave government and become a lobbyist for a private interest and convert his or her relationships into capital for their new masters. How does a bias become a policy? Insidiously, just the way that stop-and-frisk, for instance, became over time a bureaucratic numbers game. How does a slogan become a movement? Virally, in the way that the Tea Party, for instance, was able to take the "Don't Tread on Me" flag from the American Revolution, or how, on the other side, a band of activists could take a magazine headline, "Occupy Wall Street," and turn that into a global meme and movement. The thing is, though, most people aren't looking for and don't want to see these realities. So much of this ignorance, this civic illiteracy, is willful. There are some millennials, for instance, who think the whole business is just sordid. They don't want to have anything to do with politics. They'd rather just opt out and engage in volunteerism. There are some techies out there who believe that the cure-all for any power imbalance or power abuse is simply more data, more transparency. There are some on the left who think power resides only with corporations, and some on the right who think power resides only with government, each side blinded by their selective outrage. There are the naive who believe that good things just happen and the cynical who believe that bad things just happen, the fortunate and unfortunate unlike who think that their lot is simply what they deserve rather than the eminently alterable result of a prior arrangement, an inherited allocation, of power.

Some of the firm’s senior partners did not share Corzine’s enthusiasm for abandoning the partnership structure. Corzine was strongly in favor of an IPO, but Paulson insisted on a cautious, well-informed decision-making process.

decisions were made in New York. Although the office furniture, office sizes, and set-up of cubicles were the same, the culture at Goldman in Hong Kong was different from what I experienced in New York. The Hong Kong office operated in a separate world. At the time, very few senior bankers from New York came for an extended period of time. Senior partners would jet in and jet out. Because Goldman was concerned about quality of execution, any deal of meaningful importance typically had a New York or London banker assigned to it.

Okay, so where were we?” I asked. “I was telling you I’m busy and you were excusing me from this meeting.” “No, that’s not where we were.”  I left the space behind my desk and came around to join her, taking the chair on her left.  She turned away from me, facing the wall of bookshelves that ran next to my desk. “Ruby, if you’re worried that being honest with me will cause you to lose your job, I want you to know that it won’t happen.  I’d never let you go for being honest.  Besides … the senior partners love you.  You have total job protection here.” She swiveled her head slowly in my direction.  “Can I get that in writing?” “Shit, Ruby, you know the law as well as I do.  Your job is safe.  Come on, talk to me.” She sighed.  “I don’t want to upset you.”  Her tone wasn’t quite as harsh.   It was the kindest thing she’d said to me in six months, and it gave me hope. “Please, if it will help get us to the bottom of this mess, I don’t care.  Upset me.” She stared at me long and hard before exhaling in a really long, really sad-sounding sigh. Just that alone made me want to cry.  I almost didn’t want to hear what she had to say now, knowing she was preparing herself to deliver some very bad news. “Okay, I’m just going to come right out and say it, because this is something you need to hear.  And since you don’t talk to your friends anymore, it’s on my shoulders to do it.”  She pressed her lips together and sat straighter.  Then she looked at the ceiling before muttering, “Lord Jesus, please forgive me for being so bold and honest, but you know I’m doing it for the right reasons and my heart is true.” My own heart skipped a few beats.  I threw up a prayer of my own.  Dear Tiny Baby Jesus, please give me the strength to not bite Ruby’s head off, because I have a feeling I’m going to want to before she’s done.

Our research shows that successful digital transformation starts at the top of the company. Only the senior-most executives can create a compelling vision of the future and communicate it throughout the organization. Then people in middle and lower levels can make the vision a reality. Managers can redesign processes, workers can start to work differently, and everyone can identify new ways to meet the vision. This kind of change doesn’t happen through simple mandate. It must be led.

Ariely’s book clearly gives empirical verification for what you and I know happens all the time. Here is a tiny example I hope you cannot relate to: Ariely says, “Over the course of many years of teaching, I have noticed that there typically seems to be a rash of deaths among students’ relatives at the end of the semester. It happens mostly in the week before final exams and before papers are due.” Guess which relative most often dies? Grandma. I am not making this stuff up. Mike Adams, a professor at Eastern Connecticut State University, has done research on this. He has shown that grandmothers are ten times more likely to die before a midterm and nineteen times more likely to die before a final exam. Worse, grandmothers of students who are not doing well in class are at even higher risk. Students who are failing are fifty times more likely to lose Grandma than nonfailing students. It turns out that the greatest predictor of mortality among senior citizens in our day ends up being their grandchildren’s GPAs. The moral of all this is, if you are a grandparent, do not let your grandchild go to college. It’ll kill you, especially if he or she is intellectually challenged.

Even if big reforms do happen—say, a combination of tax hikes and spending cuts—the discretionary resources that government can deploy to tackle social or environmental problems are likely to keep falling for many years to come. In future decades, government is likely to spend much of its money cutting checks for seniors and bondholders.

The Senior Ball was upon us and I didn’t have a date. Having spent my high school years attending this school didn’t help. Perhaps I should have invited Thelma. Now, that would have been something! Looking back I wonder what would have happened if I had? Everyone at the school knew Thelma, and Ridell High, being a snobbish school in a snobbish town, would certainly have ostracized the two of us. Besides, Thelma was just a little too old for me and I was just too chicken to bring the town’s hottest girl to the schools biggest function.

During his speech, Lord Sydenham warned that the Mandate as being presented by Churchill to the League of Nations, ‘will undoubtedly, in time, transfer the control of the Holy Land to New York, Berlin, London, Frankfurt and other places. The strings will not be pulled from Palestine; they will be pulled from foreign capitals; and for everything that happens during this transference of power, we shall be responsible.’22 When the vote was taken, the views of the anti-Zionist Lords prevailed, with sixty voting against the Balfour Declaration, and only twenty-nine for it. On the following day, Major Hubert Young, a senior official in the Middle East Department of the Colonial Office, who in 1918 had participated in the Arab Revolt against the Turks, warned Churchill that the anti-Zionist vote ‘will have encouraged the Arab Delegation to persist in their obstinate attitude.’ Unless the vote in the Lords could be ‘signally overruled’ by the Commons, Britain’s pledges to the Jews would not be able to be fulfilled.

The divorce from reality is a divorce also from morality, because good and bad are matters of intellectual judgment about things. As Aristotle explained in the passages cited, the reduction of reality to sensation does away with difference in essence. And if everything happens accidentally, there is no right and wrong.

The fundamental premise of nearly everybody who joined the Trump White House was, This can work. We can help make this work. Now, only three-quarters of the way through just the first year of Trump’s term, there was literally not one member of the senior staff who could any longer be confident of that premise. Arguably—and on many days indubitably—most members of the senior staff believed that the sole upside of being part of the Trump White House was to help prevent worse from happening. In early October, Secretary of State Rex Tillerson’s fate was sealed—if his obvious ambivalence toward the president had not already sealed it—by the revelation that he had called the president “a fucking moron.” This—insulting Donald Trump’s intelligence—was both the thing you could not do and the thing—drawing there-but-for-the-grace-of-God guffaws across the senior staff—that everybody was guilty of. Everyone, in his or her own way, struggled to express the baldly obvious fact that the president did not know enough, did not know what he didn’t know, did not particularly care, and, to boot, was confident if not serene in his unquestioned certitudes. There was now a fair amount of back-of-the-classroom giggling about who had called Trump what.

I don’t remember his name. Not sure that I ever heard it, because the fellows didn’t talk about it much. But it seems he had a crush on Tracey Burke and Tracey got fed up. He showed the Senior Council a letter the kid wrote. Hero-worship stuff, but pretty passionate. Well, they couldn’t have that sort of thing in a fraternity, so they kicked him out. Lucky for me, of course. I’d always wanted to be a Kappa U but they were full up, till this happened.

Sanity? You want to know what sanity is? Sanity is the thick soup of distraction we immerse ourselves in to keep from remembering that we’re gonna bite it. Every opinion and taste and order you place for brown mustard instead of yellow mustard is just a way to keep from thinking about it. And they call our ability to distract ourselves sanity. So when you get to the end, and you forget whether you prefer brown or yellow mustard, they say you’re going nuts. But that isn’t it. What’s really going on is this. In those little senior moments of clarity, when your head is flipping back and forth between brown and yellow like a tennis match on fast forward, and you suddenly pause, you find yourself undistracted. And it happens. You look straight across the net at all the other people trying to choose between brown and yellow mustard and . . . there he is! At the seat in center court! Death! He’s been there all along! Mustard on the left and right, distractions everywhere, and Death straight ahead.

there was no profession in the state of Texas with worse job security than that of high school football coach. Coaches were fired all the time for poor records. Sometimes it happened with the efficiency of a bloodless coup—one day the coach was there at the office decorated in the school colors and the next day he was gone, as if he had never existed. But sometimes he was paraded before school board meetings to be torn apart by the public in a scene like something out of the Salem witch trials, or had several thousands of dollars’ worth of damage done to his car by rocks thrown by irate fans, or responded to a knock on the door to find someone with a shotgun who wasn’t there to fire him but to complain about his son’s lack of playing time. When Gaines himself went home that Friday night at about two in the morning he found seven FOR SALE signs planted in his lawn. The next night, someone had also smashed a pumpkin into his car, causing a dent. It didn’t bother him. He was the coach. He got paid for what he did and he was tough enough to take it. But he did get upset when he heard that several FOR SALE signs had also been punched into Chavez’s lawn. Brian was just a player, a senior in high school, but that didn’t seem to matter. “That’s sick to me,” said Gaines. “I just can’t understand it.

Powell, alone among senior officials, raised questions about the wisdom of what was being planned. Interviewed later, he recalled telling Bush: It isn’t just a simple matter of going to Baghdad. I know how to do that. What happens after? You need to understand, if you take out a government, take out a regime, guess who becomes the government and regime responsible for the country? You are. So if you break it, you own it. You need to understand that 28 million Iraqis will be standing there looking at us, and I haven’t heard enough of the planning for that eventuality.

This principle of only hiring people who are better than the ones we currently have means we don’t make desperation hires to fill an open position. And the raise-the-average rule makes hiring decisions surprisingly easy. It’s easy to visualize in your mind the average person in your sales force or on your brewery floor or even in senior management and it’s easy for your intuition to evaluate whether a candidate is better than the average person. Your gut will tell you. If you’re used to traditional hiring, you might feel uncomfortable turning to intuition. Aren’t we taking too big a risk by relying on our gut feelings about somebody rather than rationally assessing facts such as past experience or education? I would counter that we’re fooling ourselves by not relying primarily on intuition. As recent neuroscience has shown, our brains don’t work rationally. If you hook a functional MRI machine to a chess grandmaster, you find that the best of them are not rationally calculating their next moves; they’re imagining what will happen, unconsciously bringing to bear the hundreds of thousands of moves they’ve already seen. They’re arriving at a feeling that guides their actions. They are using the nonrational part of their brain. The quantitatively logical part of your brain is pretty paltry. Just try counting by prime numbers while you’re multiplying other numbers by seventeen. Impossible. But reading emotions by looking at someone’s facial expressions while you’re navigating a crowded sidewalk is easy for your brain.

You’re so mean, senior officer,” Nero said. Hadjar didn’t even get a chance to answer. “Don’t you know about Hadjar’s problem?” “What problem?” Dogar was surprised. Realizing what his friend was talking about, the Prince picked up the kitten and put it back under his clothes. Azrea yawned immediately and fell asleep again. Maybe she was still affected by sleep medicine, but, most likely, she just loved taking naps. Hadjar was happy she did. He didn’t want to think about what would happen when the kitten realized that her mother was gone. He only hoped that Azrea didn’t remember the tigress at all... It would be easier that way. “His bed has never been warmed by a woman.” Dogar glanced at Hadjar. “I understand… That’s why you’re a little strange, assistant. So… nervous.” “I agree completely, Senior Officer Dogar,” Nero nodded. Hadjar pretended to hear nothing and continued to sharpen his sword menacingly.

It had its testing from 2004 which demonstrated the risks, and all the warnings from senior members of the company. But corporate interest took precedence over human morality. Corporations will act in the interests of profit. When law no longer holds them to account, we have no choice but to wait for the consequences.

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Yeah. I want to tell you what happened to me and my friends when we were at the middle school. It was messed up,” the senior says. I look into her eyes and feel the boldness grow inside me. “Would you be willing to be interviewed for the podcast?” She hesitates. “Yes. I’ll definitely do the podcast.

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Corps, diplomatic: The community of foreign diplomats assembled in the capital of a state. The corps is headed by a Dean, who is usually the ambassador with the longest period of service as such in that capital. Corps, diplomatic: "The diplomatic corps in each capital, that is the diplomatic missions taken together, acts as a multilateral network of diplomatic brokerage ... Ambassadors accredited to a capital often need to coordinate their actions and their reports with colleagues. These exchanges extend to most other diplomats in the capital, at various levels of seniority. There is a constant dialogue, and much mutual adjustment of the various embassies' assessments of the host government's policies and intentions. There can be no resident diplomat in an embassy abroad who has not had the experience of having his understanding of some aspect of the host government's policy corrected and amplified by a member of another embassy which happened to be better informed on that issue." — Adam Watson, 1983