Navigation Officer Quotes

Contrary to popular assumption, going on an expedition around the world is not merely a matter of obtaining a ship and charting a course. There are visas to be considered, and bureaucracy to navigate when those visas fail to arrive in time, expire too soon, or meet with blank stares on the receiving end. The politics of nations and their economic markets may interfere with your journey. In short, you may spend an appalling amount of time mired in stuffy little offices, trying to get permission to be where you are.

In this context, “focus” doesn’t mean locking our office door, selecting a task to process, and tuning out the world around us until that task is complete. That kind of self-exile is a productivity (fear) reaction—not a kaizen (growth) reaction—to a stressful workload.

As an example of consequential knowledge— knowledge affecting decisions with meaningful consequences in people’s lives— the officers in charge of the Titanic no doubt had much complex knowledge about the intricacies of ships and navigation on the seas. But the most consequential knowledge on a particular night was the mundane knowledge of the location of particular icebergs, because collision with an iceberg is what damaged and sank the Titanic.

To repel this assault, we must organize, based on our personal and communal interests, vote in every general election and every primary, and hold those in elected office accountable.

Military Annual Training Tests, which covered shooting; fitness; first aid; chemical, biological, radiological and nuclear warfare; navigation; and values and standards. One to five were pretty straightforward, bread-and-butter Army stuff, but values and standards incorporated the law of armed conflict, security, health and safety, substance misuse, and equality and diversity.

During forced exercise one day, Louie fell into step with William Harris, a twenty-five-year-old marine officer, the son of marine general Field Harris. Tall and dignified, with a face cut in hard lines, Harris had been captured in the surrender of Corregidor in May 1942. With another American,* he had escaped and embarked on an eight-and-a-half-hour swim across Manila Bay, kicking through a downpour in darkness as fish bit him. Dragging himself ashore on the Japanese-occupied Bataan Peninsula, he had begun a run for China, hiking through jungles and over mountains, navigating the coast in boats donated by sympathetic Filipinos, hitching rides on burros, and surviving in part by eating ants. He had joined a Filipino guerrilla band, but when he had heard of the American landing at Guadalcanal, the marine in him had called. Making a dash by boat toward Australia in hopes of rejoining his unit, he had gotten as far as the Indonesian island of Morotai before his journey ended. Civilians had turned him in to the Japanese, who had discovered that he was a general’s son and sent him to Ofuna. Even here, he was itching to escape.

His sextant is a natural extension of any seaman navigator; virtually a part of him. Even today, in a maritime world of satellite precision fixing, the sextants are as much a necessity as they were aboard the Indiamen of old. No well-run merchantman will make an ocean passage without each and every one of her deck officers reporting to the bridge before midday, sextant in hand in preparation for ‘sights’.

The office, which had an outside entrance for ordinary visitors, was separated from the parlor by a sliding door; though Mr. Clutter occasionally shared the office with Gerald Van Vleet, a young man who assisted him with the management of the farm, it was fundamentally his retreat—an orderly sanctuary, paneled in walnut veneer, where, surrounded by weather barometers, rain charts, a pair of binoculars, he sat like a captain in his cabin, a navigator piloting River Valley’s sometimes risky passage through the seasons.

He had in fact gone to the office, ignoring Willem’s texts, and had sat there at his computer, staring without seeing the file before him and wondering yet again why he had joined Ratstar. The worst thing was that the answer was so obvious that he didn’t even need to ask it: he had joined Ratstar to impress his parents. His last year of architecture school, Malcolm had had a choice—he could have chosen to work with two classmates, Jason Kim and Sonal Mars, who were starting their own firm with money from Sonal’s grandparents, or he could have joined Ratstar. “You’ve got to be kidding me,” Jason had said when Malcolm had told him of his decision. “You realize what your life is going to be like as an associate at a place like that, don’t you?” “It’s a great firm,” he’d said, staunchly, sounding like his mother, and Jason had rolled his eyes. “I mean, it’s a great name to have on my résumé.” But even as he said it, he knew (and, worse, feared Jason knew as well) what he really meant: it was a great name for his parents to say at cocktail parties. And, indeed, his parents liked to say it. “Two kids,” Malcolm had overheard his father say to someone at a dinner party celebrating one of Malcolm’s mother’s clients. “My daughter’s an editor at FSG, and my son works for Ratstar Architects.” The woman had made an approving sound, and Malcolm, who had actually been trying to find a way to tell his father he wanted to quit, had felt something in him wilt. At such times, he envied his friends for the exact things he had once pitied them for: the fact that no one had any expectations for them, the ordinariness of their families (or their very lack of them), the way they navigated their lives by only their own ambitions.

In 2014, a senior executive from the Ford Motor Company told an audience at the Consumer Electronics Show, “We know everyone who breaks the law, we know when you’re doing it. We have GPS in your car, so we know what you’re doing.” This came as a shock and surprise, since no one knew Ford had its car owners under constant surveillance. The company quickly retracted the remarks, but the comments left a lot of wiggle room for Ford to collect data on its car owners. We know from a Government Accountability Office report that both automobile companies and navigational aid companies collect a lot of location data from their users.

Another former chess player shared his own fond memory of Thiel from this era. Around the spring of 1988, the team was driving to Monterey for a tournament, with Thiel behind the wheel of the Rabbit. They took California’s Route 17, a four-lane highway that crosses the Santa Cruz Mountains and is regarded as one of the state’s most dangerous. The team was in no particular hurry, but Thiel drove as if he were a man possessed. He navigated the turns like Michael Andretti, weaving in and out of lanes, nearly rear-ending cars as he slipped past them, and seemed to be flooring the accelerator for large portions of the trip. Somewhat predictably, the lights of a California Highway Patrol cruiser eventually appeared in his rearview. Thiel was pulled over, and the trooper asked if he knew how fast he was going. The young men in the rest of the car, simultaneously relieved to have been stopped and scared of the trooper, looked at each other nervously. “Well,” Thiel responded, in his calmest, most measured baritone. “I’m not sure if the concept of a speed limit makes sense.” The officer said nothing. Thiel continued: “It may be unconstitutional. And it’s definitely an infringement on liberty.” The officer looked at Thiel and the geeks in the beater car and decided the whole thing wasn’t worth his time. He told Thiel to slow down and have a nice day. “I don’t remember any of the games we played,” said the man, now in his fifties, who’d been in the passenger seat. “But I will never forget that drive.

At first glance, professionalism tries to convince you it’s a neutral word, merely meant to signify a collection of behaviors, clothing, and norms “appropriate” for the workplace. We just ask that everyone be professional, the cis white men will say, smiles on their faces, as if they’re not asking for much. We try to maintain a professional office environment. But never has a word in the English language been so loaded with racism, sexism, heteronormativity, or trans exclusion. Whenever someone is telling you to “be professional,” they’re really saying, “be more like me.” If you’re black, “being professional” can often mean speaking differently, avoiding black cultural references, or not wearing natural hair. If you’re not American, “being professional” can mean abandoning your cultural dress for Western business clothes. If you’re not Christian, “being professional” can mean potentially removing your hijab to fit in, sitting by while your officemates ignore your need for kosher or halal food, sucking up the fact that your office puts up a giant Christmas tree every year. If you’re low-income or working class, “being professional” can mean spending money you don’t have on work clothes—“dressing nicely” for a job that may not pay enough for you to really afford to do so. If you’re a woman, “being professional” can mean navigating a veritable minefield of double standards. Show some skin, but don’t be a slut. Wear heels, but not too high, and not too low, either. Wear form-fitting clothes, but not too form-fitting. We offer maternity leave, but don’t “interrupt your career” by taking it. And if you’re trans like me, “being professional” can mean putting your identity away unless it conforms to dominant gender norms.

A highway, a bridge, a navigable canal, for example, may in most cases be both made and maintained by a small toll upon the carriages which make use of them: a harbour, by moderate port-duty upon the tonnage of the shipping which load or unload in it. The coinage, another institution for facilitating commerce, in many countries, not only defrays its own expense, but affords a small revenue or seignorage to the sovereign. The post-office, another institution for the same purpose, over and above defraying its own expense, affords in almost all countries a very considerable revenue to the sovereign. When the carriages which pass over a highway or a bridge, and the lighters which sail upon a navigable canal, pay toll in proportion to their weight or their tonnage, they pay for the maintenance of those public works exactly in proportion to the wear and tear which they occasion of them. It seems scarce possible to invent a more equitable way of maintaining such works.

What to Do If Stopped While Driving        •   Pull over safely to the side of the road if you see a police flashing lights behind you        •   If the officer asks where you’re coming from, politely ask why you were stopped—remember, the Supreme Court has ruled that the officer must have a reasonable suspicion based on “specific and articulable facts” that a person who’s been stopped is armed or has committed, is committing, or is about to commit a crime        •   Answer the officer’s questions as succinctly as possible, without embellishment        •   Always have your identification handy; if the officer asks for your license and registration, get his permission to reach for them—you don’t want him thinking you may be reaching for a weapon        •   If they ask for permission to search your car, politely refuse        •   If the officer tells you to get out of the car, do as he says—and if he puts you up against the car, stay there        •   If police insist on searching the vehicle, remain silent while they are doing so        •   Most importantly, even though you will almost certainly be outraged, don’t give the police any attitude or reason to claim you were hostile or belligerent, because that’s the quickest way to escalate the encounter

One day, W.E. and I parked on the side of the highway and launched our boat in a ditch. Our fishing spot of choice that day was a bubbling culvert right under a fifty-five-mile-per-hour-speed-limit sign. When we started fishing at daylight, there was normal traffic on the road. But as the day went on, water came crashing over low points of the road and traffic stopped when the road was closed. We had set a goal of catching fifty-five largemouth bass under that sign, and we were paying more attention to reaching our goal than the rising floodwaters. As you have probably already realized, determination is a Robertson trait that is an asset most of the time. But this time, not so much! By the time we caught the fifty-five fish and returned to our truck, there was no sign of the road. The current from the water was so strong that our truck was shaking. I quickly realized we had underestimated the speed of the rising water and were now in a dangerous situation. I decided to get in the back of the truck with a life jacket on, while W.E. tried to navigate the submerged road. I had a better vantage point to see the painted lines of the highway, so every time he strayed from the road I banged on the roof of the truck. We traveled about a mile to a bridge on higher ground, where hundreds of people--along with the police--had gathered to watch the spectacle of the flood. I’m positive that we must have looked like Jesus walking on water. Noah might have used a giant ark to escape danger, but we used a truck and some redneck ingenuity! The crowd’s faces were filled with shock and bewilderment as they parted to make way for us. At some point, the people started cheering, and I felt like a politician running for office as I waved to the crowd. Even though we were basking in the glory of the moment and had an ice chest full of fish, we realized we were very fortunate to have survived.

Some of these bots are already arriving in 2021 in more primitive forms. Recently, when I was in quarantine at home in Beijing, all of my e-commerce packages and food were delivered by a robot in my apartment complex. The package would be placed on a sturdy, wheeled creature resembling R2-D2. It could wirelessly summon the elevator, navigate autonomously to my door, and then call my phone to announce its arrival, so I could take the package, after which it would return to reception. Fully autonomous door-to-door delivery vans are also being tested in Silicon Valley. By 2041, end-to-end delivery should be pervasive, with autonomous forklifts moving items in the warehouse, drones and autonomous vehicles delivering the boxes to the apartment complex, and the R2-D2 bot delivering the package to each home. Similarly, some restaurants now use robotic waiters to reduce human contact. These are not humanoid robots, but autonomous trays-on-wheels that deliver your order to your table. Robot servers today are both gimmicks and safety measures, but tomorrow they may be a normal part of table service for many restaurants, apart from the highest-end establishments or places that cater to tourists, where the human service is integral to the restaurant’s charm. Robots can be used in hotels (to clean and to deliver laundry, suitcases, and room service), offices (as receptionists, guards, and cleaning staff), stores (to clean floors and organize shelves), and information outlets (to answer questions and give directions at airports, hotels, and offices). In-home robots will go beyond the Roomba. Robots can wash dishes (not like a dishwasher, but as an autonomous machine in which you can pile all the greasy pots, utensils, and plates without removing leftover food, with all of them emerging cleaned, disinfected, dried, and organized). Robots can cook—not like a humanoid chef, but like an automated food processor connected to a self-cooking pot. Ingredients go in and the cooked dish comes out. All of these technology components exist now—and will be fine-tuned and integrated in the decade to come. So be patient. Wait for robotics to be perfected and for costs to go down. The commercial and subsequently personal applications will follow. By 2041, it’s not far-fetched to say that you may be living a lot more like the Jetsons!

Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

After nightfall, when most of the American planes had been taken aboard, a new formation of planes arrived over the task force. First, the drone of their engines could be heard above the cloud cover; then they slipped into view, at about the height of the Lexington’s masts. “These planes were in very good formation,” recalled Lieutenant Commander Stroop. They had their navigation lights on, indicating that they intended to land. But many observers on both carriers and several of the screening vessels noted that something was awry. Captain Sherman of the Lexington counted nine planes, more than could be accounted for among the American planes that were still aloft. They were flying down the Yorktown’s port side, a counterclockwise approach, the reverse of the American landing routine. They were flashing their blinker lights, but none of the Americans could decipher the signal. Electrician’s mate Peter Newberg, stationed on the Yorktown’s flight deck, noticed that the aircraft exhausts were a strange shape and color, and Stroop noted that the running lights were a peculiar shade of red and blue. The TBS (short-range radio circuit) came alive with chatter. One of the nearby destroyers asked, “Have any of our planes got rounded wingtips?” Another voice said, “Damned if those are our planes.” When the first of the strangers made his final turn, he was too low, and the Yorktown’s landing signal officer frantically signaled him to throttle up. “In the last few seconds,” Newberg recalled, “when the pilot was about to plow into the stern under the flight deck, he poured the coal to his engine and pulled up and off to port. The signal light flicked briefly on red circles painted on his wings.” One of the screening destroyers opened fire, and red tracers reached up toward the leading plane. A voice on the Lexington radioed to all ships in the task force, ordering them to hold fire, but the captain of the destroyer replied, “I know Japanese planes when I see them.” Antiaircraft gunners on ships throughout the task force opened fire, and suddenly the night sky lit up as if it was the Fourth of July. But there were friendly planes in the air as well; one of the Yorktown fighter pilots complained: “What are you shooting at me for? What have I done now?” On the Yorktown, SBD pilot Harold Buell scrambled out to the port-side catwalk to see what was happening. “In the frenzy of the moment, with gunners firing at both friend and foe, some of us got caught up in the excitement and drew our .45 Colt automatics to join in, blasting away at the red meatballs as they flew past the ship—an offensive gesture about as effective as throwing rocks.” The intruders and the Americans all doused their lights and zoomed back into the cloud cover; none was shot down. It was not the last time in the war that confused Japanese pilots would attempt to land on an American carrier.

It’s not always so easy, it turns out, to identify your core personal projects. And it can be especially tough for introverts, who have spent so much of their lives conforming to extroverted norms that by the time they choose a career, or a calling, it feels perfectly normal to ignore their own preferences. They may be uncomfortable in law school or nursing school or in the marketing department, but no more so than they were back in middle school or summer camp. I, too, was once in this position. I enjoyed practicing corporate law, and for a while I convinced myself that I was an attorney at heart. I badly wanted to believe it, since I had already invested years in law school and on-the-job training, and much about Wall Street law was alluring. My colleagues were intellectual, kind, and considerate (mostly). I made a good living. I had an office on the forty-second floor of a skyscraper with views of the Statue of Liberty. I enjoyed the idea that I could flourish in such a high-powered environment. And I was pretty good at asking the “but” and “what if” questions that are central to the thought processes of most lawyers. It took me almost a decade to understand that the law was never my personal project, not even close. Today I can tell you unhesitatingly what is: my husband and sons; writing; promoting the values of this book. Once I realized this, I had to make a change. I look back on my years as a Wall Street lawyer as time spent in a foreign country. It was absorbing, it was exciting, and I got to meet a lot of interesting people whom I never would have known otherwise. But I was always an expatriate. Having spent so much time navigating my own career transition and counseling others through theirs, I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire. I met my own envy after some of my former law school classmates got together and compared notes on alumni career tracks. They spoke with admiration and, yes, jealousy, of a classmate who argued regularly before the Supreme Court. At first I felt critical. More power to that classmate! I thought, congratulating myself on my magnanimity. Then I realized that my largesse came cheap, because I didn’t aspire to argue a case before the Supreme Court, or to any of the other accolades of lawyering. When I asked myself whom I did envy, the answer came back instantly. My college classmates who’d grown up to be writers or psychologists. Today I’m pursuing my own version of both those roles.

Genie navigated social occasions as she did everything else—strategically, and with an eye toward what social currency they could bring her and what a misstep would cost. I liked the opportunity to surprise people with the less guarded version of myself, liked the rush of getting away with things.

I’ve come to rely on my knitting group to be my compass in all things confusing and difficult to comprehend; this usually means relationships and interactions with other humans…er, people. My ladies have helped me navigate everything from precarious office politics to dealings with my ex’s mother.

Let us turn now to a study of a small Newfoundland fishing village. Fishing is, in England at any rate – more hazardous even than mining. Cat Harbour, a community in Newfoundland, is very complex. Its social relationships occur in terms of a densely elaborate series of interrelated conceptual universes one important consequence of which is that virtually all permanent members of the community are kin, ‘cunny kin’, or economic associates of all other of the 285 permanent members. The primary activity of the community is cod fishing. Salmon, lobster, and squid provide additional sources of revenue. Woodcutting is necessary in off-seasons. Domestic gardening, and stints in lumber camps when money is needed, are the two other profitable activities. The community's religion is reactionary. Women assume the main roles in the operation though not the government of the churches in the town. A complicated system of ‘jinking’ – curses, magic, and witchcraft – governs and modulates social relationships. Successful cod fishing in the area depends upon highly developed skills of navigation, knowledge of fish movements, and familiarity with local nautical conditions. Lore is passed down by word of mouth, and literacy among older fishermen is not universal by any means. ‘Stranger’ males cannot easily assume dominant positions in the fishing systems and may only hire on for salary or percentage. Because women in the community are not paid for their labour, there has been a pattern of female migration out of the area. Significantly, two thirds of the wives in the community are from outside the area. This has a predictable effect on the community's concept of ‘the feminine’. An elaborate anti-female symbolism is woven into the fabric of male communal life, e.g. strong boats are male and older leaky ones are female. Women ‘are regarded as polluting “on the water” and the more traditional men would not consider going out if a woman had set foot in the boat that day – they are “jinker” (i.e., a jinx), even unwittingly'. (It is not only relatively unsophisticated workers such as those fishermen who insist on sexual purity. The very skilled technicians drilling for natural gas in the North Sea affirm the same taboo: women are not permitted on their drilling platform rigs.) It would be, however, a rare Cat Harbour woman who would consider such an act, for they are aware of their structural position in the outport society and the cognition surrounding their sex….Cat Harbour is a male-dominated society….Only men can normally inherit property, or smoke or drink, and the increasingly frequent breach of this by women is the source of much gossip (and not a negligible amount of conflict and resentment). Men are seated first at meals and eat together – women and children eating afterwards. Men are given the choicest and largest portions, and sit at the same table with a ‘stranger’ or guest. Women work extremely demanding and long hours, ‘especially during the fishing season, for not only do they have to fix up to 5 to 6 meals each day for the fishermen, but do all their household chores, mind the children and help “put away fish”. They seldom have time to visit extensively, usually only a few minutes to and from the shop or Post Office….Men on the other hand, spend each evening arguing, gossiping, and “telling cuffers”, in the shop, and have numerous “blows” (i.e., breaks) during the day.’ Pre-adolescents are separated on sexual lines. Boys play exclusively male games and identify strongly with fathers or older brothers. Girls perform light women's work, though Faris indicates '. . . often openly aspire to be male and do male things. By this time they can clearly see the privileged position of the Cat Harbour male….’. Girls are advised not to marry a fisherman, and are encouraged to leave the community if they wish to avoid a hard life. Boys are told it is better to leave Cat Harbour than become fishermen....

It was curious to see this burly fellow – a hard-faced, formidable man – moved by a feeling that called for a gentle, graceful outlet; and more than one of the hands exchanged a knowing glance with a shipmate. But Jack had no notion of this whatsoever – he had always attributed Mr Marshall’s painstaking, scrupulous navigation and his zeal as an executive officer to natural goodness, to his nautical character; and in any case his mind was now quite taken up with the idea of exercising the guns in the darkness.

If I wanted to be a writer, I had to stop treating it like a hobby. I needed to treat it like a career. A serious career. I returned home with a new motto and a clear focus. I made up a calendar and booked certain evenings where I would write and my husband would take care of dinner and the kids. I began plotting where I could find more time. I decided to dedicate my lunch hour for writing. I brainstormed during my commute. I went back into my office to my unfinished manuscript, deleted an entire chapter, and just started writing. I had no more time for writer’s block. I was on a mission.

The most decorated service rabbit in history was RAF Navigation Officer Danielle ‘Thumper’ Rabbit, who ejected from a Tornado over Iraq when it was hit by a surface-to-air missile. She wrote about her time as a POW in Bouncing Out of Tikrit, and it was quite a good read, although critics did find fault with the overlong detail of Iraqi salad in the latter part of the book.

Not again, sir,’ Tremayne said protestingly. ‘No man is infallible, my son.’ Smith smiled politely. ‘You mean you don’t know where we are, sir?’ ‘How should I?’ Carpenter slid down in his seat, half-closed his eyes and yawned vastly. ‘I’m only the driver. We have a navigator and the navigator has a radar set and I’ve no faith in either of them.’ ‘Well, well,’ Smith shook his head. ‘To think that they lied to me at the Air Ministry. They told me you’d flown some three hundred missions and knew the continent better than any taxi driver knows his London.’ ‘A foul canard put about by unfriendly elements who are trying to prevent me from getting a nice safe job behind a desk in London.’ Carpenter glanced at his watch. ‘I’ll give you exactly thirty minutes’ warning before we shove you out over the dropping zone.’ A second glance at his watch and a heavy frown. ‘Flying Officer Tremayne, your gross dereliction of duty is endangering the entire mission.’ ‘Sir?’ An even deeper apprehension in Tremayne’s face. ‘I should have had my coffee exactly three minutes ago.’ ‘Yes, sir. Right away, sir.

First Officer William Warms had given the order. It is almost certain there would have been no fire drill if Captain Robert Wilmott had been in full command. Warms’s order directly contradicted a policy the master of the Morro Castle first instituted on June 16, 1934. On that day—in violation of the seaworthy certificate issued by the government’s Bureau of Navigation and Steamboat Inspection, and at the risk of endangering the lives of everybody on board—Captain Wilmott had banned all further fire drills. His order could lay him open to prosecution, imprisonment, and the certain loss of his master’s license. Confronted by the classic dilemma of the company man, Wilmott had acted in what he believed to be the Ward Line’s best interests. The basis for his decision was simple. In May 1934, during a fire drill, a woman passenger had fallen on a deck wet down by a leaking joint connection between a fire hose and its hydrant. She fractured an ankle and hired a good lawyer, and the Ward Line settled out of court for twenty-five thousand dollars. Captain Wilmott, after a visit to the shipping line office, ordered the Morro Castledeck fire hydrants capped and sealed; 2100 feet of fire hose was locked away, along with nozzles, outlets, and wrenches for each length of hose. Whether the captain received positive instructions from an executive of the Ward Line, or whether he acted independently, is not known, nor is it important. What is known is that as a result of Wilmott’s order, the pride of the American merchant marine, one of the fastest and most luxurious liners afloat, became from that moment on, a floating fire hazard in all but its cargo holds. If a fire started in any of the passenger areas, the only pieces of equipment readily available to fight it were seventy-three half-gallon portable fire extinguishers and twenty-one carbon tetrachloride extinguishers.

Tax Consultants for the Medical Industry: A Specialized Service The medical industry is known for its complexity, especially when it comes to taxes. Healthcare professionals, whether running private practices or working in hospitals, often encounter unique tax challenges. This is where tax consultants who specialize in the medical industry come into play. Understanding Medical Industry Tax Regulations Tax regulations affecting the medical industry differ significantly from other sectors. From managing equipment expenses to handling employee benefits, healthcare providers face a myriad of financial obligations. Moreover, understanding how tax laws apply to medical practices ensures compliance with government regulations. A tax consultant with expertise in this industry can assist in navigating these intricate tax codes, ensuring accurate reporting and timely filing. Maximizing Deductions for Healthcare Providers One of the primary reasons healthcare professionals hire tax consultants is to maximize their deductions. Many medical practitioners are unaware of the potential tax-saving opportunities available to them. For example, medical equipment depreciation, office space rental, and staff salaries are just a few of the deductible expenses. Tax consultants ensure that healthcare providers take advantage of every tax break they qualify for. Staying Updated with Changing Tax Laws Tax laws, particularly those impacting the medical industry, are constantly evolving. It can be difficult for healthcare providers to stay up to date with these changes. By working with a specialized tax consultant, they can ensure compliance with new regulations and avoid costly penalties. These professionals help medical practitioners focus on their patients while handling the financial complexities in the background. In conclusion, tax consultants provide essential services to the medical industry. Their expertise ensures that healthcare professionals meet their tax obligations efficiently, saving both time and money.

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Chief Navigations Officer (...) CNO was as household of a term as Preator or Titan. Jackin would have been in charge of coordinating movements of an entire fleet.

I looked at another book, 'An Analysis of Pascal's Wager'. "What is this? A book on betting?" I asked her. "In a way, yes. I also brought you a couple books on philosophy. I told you, becoming an officer means learning about a lot more than just navigation. In fact, I suggest you start with that one. You need to open your mind before you can put anything in it. A closed mind gathers no knowledge.

Why couldn’t Captain Smith and his officers see the difference? Certainly they knew the importance of wireless in an emergency. The help summoned by the sinking liner Republic in 1909 proved that. But no one on the Titanic’s bridge seemed to appreciate the value of wireless as a constant, continuous navigational aid. Basically, they still thought of it as a novelty—something that lay outside the normal running of the ship. It was a mindset tellingly illustrated by the way the wireless operators were carried on the roster of the crew. Phillips and Bride were not listed with the Deck Department; they came under the Victualling Department—like stewards and pastry chefs.

In fact, minimal thought ever went into race-related issues when it came to the Sussexes. This is the same institution that suggested that Lady Susan Hussey (yes, that Lady Susan Hussey) help biracial Meghan acclimate to Palace life and navigate the royal system. The duchess turned down the offer, probably having already sensed that it might not be the best idea. When Palace aides later told reporters, including myself, that they “bent over backwards” to make Meghan feel comfortable at Buckingham Palace, this included a follow-up suggestion that perhaps the Queen’s Ghanaian-born household cavalry officer Lieutenant Colonel Nana Kofi Twumasi-Ankrah should be the one to help Meghan. Though a charming and intelligent man, it stood out like a sore thumb to Meghan and her friends that, due to a lack of Black or other non-white staff, let alone women, in relevant senior roles, the Palace had to turn to someone who was the Queen’s attendant. “I doubt Kate was offered an equerry [for guidance],” a pal said to Meghan.

When IBM discovered that it was not in the business of making office equipment or business machines, but that it was in the business of processing information, then it began to navigate with clear vision. The General Electric Company makes a considerable portion of its profits from electric light bulbs and lighting systems. It has not yet discovered that, quite as much as AT&T, it is in the business of moving information.

Ruth: Grounding Bondi's flights of fancy By Daniel Ruth, Times Columnist | 722 words Could this be the final call for Pam Bondi's reign as the attorney general of feedbags? For the past four years, Bondi has used her office as if it were a subsidiary of Expedia, jetting off hither and yon to attend fancy-pants soirees at resorts and hotels that were organized by the Republican Attorneys General Association. She was so good at navigating the buffet line, the group named her its president (or is it Dom Perignon-in-chief?) for 2015.

I have been asked many times what an "outstanding manager" has in his personality? I reflected based on my tenure with some outstanding managers of the country and my sense tells me that he has razor sharp thinking, eloquent speaking ability, free-flow writing ability, quick in calculating/computing (numeric), Tech-savvy, pleasingly interactive, polite conversationalist and agile in navigating in the corridors of office floors/markets based on emerging business needs.

In his four months in England, wrote Corwin, “I did not once interview a high government official. The main objective of the series was to establish the character of the British people and not disseminate the handouts of the Ministry of Information. The people were soldiers, sailors, workers, miners, the theater manager, the elevator man, Police Officer Gilbert, the Everingtons, the Westerbys, Betty Hardy the actress, Henry Blogg the lifesaver, Mary Seaton the newspaperwoman, the RAF officer who handed me a dish in the mess and explained, ‘This sausage is made of two ingredients—paper and sawdust’; the navigator, just returned from Wilhelmshaven, who said wistfully, ‘Somehow we’re always first in over the target’; the woman in Swansea who went to the Guildhall one morning following a severe blitz and turned in two suits of clothes, both nearly new, saying she had bought them for her two boys, killed in the raid.

navigate an office full of competing interests, clashing personalities, limited time and resources, and fragile egos.

competition takes place on discrete interventions rather than the full cycle of care where value is determined. Value can only be measured over the care cycle, not for an individual procedure, service, office visit, or test. Yet care is structured around medical specialties and discrete services, not the integrated care of medical conditions. Physicians act as free agents, performing their specialty and billing separately. Navigating the care cycle is challenging. Nobody takes an overall care-cycle perspective, including steps to avoid the need for interventions (prevention) and ongoing management of medical conditions to forestall recurrence (disease management).

If there wasn’t before, there was now. Omar’s verbal and nonverbal behavior in response to the question told Phil it was time to shift into elicitation mode. Calling upon his well-honed skills in nonconfrontational interrogation, Phil became something of a human GPS, navigating to a predetermined destination: a confession. Phil

Crawford. “Well, earlier today a man walked into a dealership in town and said his name was Carl Crawford and asked to test-drive a Navigator and never came back,” said the officer. Crawford was confused. He told the cops he’d never driven a Navigator in his life. As it turned out, a crafty car burglar wearing Crawford’s jersey had taken a gamble on a Tampa Lincoln dealer having no clue what the best player on the city’s baseball team looked like. It worked.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

We cannot make informed decisions or create a quality product without first understanding why we are doing what we are doing. Lack of context creates waste, resulting in long work days, poor planning, and the inability to keep commitments outside the office.

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

Same time as every day, Fyl..." she fussed, the rest of the bridge crew seeming to hold their breaths. "TWELVE THIRTY!" came the chorus. The next hour dragged by, in about the same way as the hour before that. At twelve twenty-five, Commander Ortez found himself stepping out of an elevator into an equally mundane grey steel corridor on his way to the mess hall. Turning a corner, he met with a stream of crewmen milling around between shifts. Some off-duty personnel were lounging around in civvies, which consisted mostly of re-revamped 60's hippy fashions. Of all the places on the ship, the mess was the most spacious, (i.e.: it was a big mess.) The command officer’s balcony overhung the rest of the crew dining area. Ortez sat at his usual place, wincing as he remembered to get someone to fix the springs in his chair. An ensign, 3rd class dressed in chef’s white, served him with a plate of what either ended up feeding the chefs latest pet - or strangling it. Marnetti, Barnum and the sciences officer Commander Jaris Skotchdopole filed in, not necessarily in that order, and found seats. After a few bites, Marnetti -- who was the first officer and navigator, put up a hand and signalled a waiter. The lad approached fearfully, appreciating the highlight of his day.

call her just to bring him back to the office. He had a bike. Probably he just needed her there quickly. So she navigated her way there as fast as she could. Jessica showed her through to the office where Cross was sitting at the desk reading one of Leonard’s files. ‘I’m here,’ she said. He was beginning to find her habit of stating the unnecessarily obvious all the time irksome. ‘What do you need?’ she went on. He pointed at the archive boxes. ‘Those. To the office.’ He got up and began to take

Colorado Springs can be traced to the city’s founding, but it was in the post-WWII era that the city began to emerge as a nerve center for a politically engaged, globally expansive evangelicalism intent on winning the country, and the world, for Christ. The entrenchment of evangelicalism in Colorado Springs coincided with the growth of the military in the region. In 1954, the United States Air Force Academy was established in Colorado Springs. The city would eventually house three air force bases, an army fort, and the North American Air Defense Command. In the 1960s, the Nazarene Bible College opened its doors, and soon an array of evangelical, charismatic, and fundamentalist churches, colleges, ministries, nonprofits, and businesses took root. Lured by local tax breaks and drawn to the growing epicenter of evangelical power, nearly one hundred Christian parachurch organizations sprouted up within a five-mile vicinity of the academy, including Officers’ Christian Fellowship, the International Bible Society, Youth for Christ, the Navigators, Fellowship of Christian Athletes, Christian Booksellers Association, Fellowship of Christian Cowboys, Christian Camping International, and, most significantly, Dobson’s Focus on the Family. 2

You, too, can be part of the Imperial family,” a recorded voice boomed from the speakers located above the spaceport’s Imperial security station. “Don’t just dream about applying for the Academy, make it come true! You can find a career in space: Exploration, Starfleet, or Merchant Service. Choose from navigation, engineering, space medicine, contact/liaison, and more! If you have the right stuff to take on the universe, and standardized examination scores that meet the requirements, dispatch your application to the Academy Screening Office, care of the Commandant, and join the ranks of the proud!

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In another, parallel GOP initiative, beginning in the summer of 2021—in thousands of towns, cities, counties, and states—huge numbers of pro-authoritarian, pro-Trump, anti-democracy GOP supporters signed up to become election monitors, precinct officers, and poll workers.

• “Which was the moment when Hook first realized something about himself—something so surprising that even his glorious hair took issue with it, whipping him about his face with the force of a stiff wind and an even more righteous indignation. He actually wished he could give her the new ship.” 157 But this Peter—the Peter whose face wore the anger of the gods—he was unknown to them, and they saw immediately the danger they were in. 190 “And where will you be going?” the Norseman asked. He tucked his bow behind his shoulder and crossed his arms over his chest, as though riding on the shoulders of a winged man was the most natural thing in the world. “Me?” Wendy grinned. “One does not keep one’s commission by standing around in a London office staring at maps on the wall.

I thought you were going to be CNO?” “You don’t really need a fleet navigations officer when you don’t have a fleet.

Wohlfarth was the submarine commander who had promised to protect the Bismarck. He had been on his way back to port when he received the general instruction to converge on the battleship’s last known position. This he did, even though he had already fired his last torpedo at the Darlington Court, and so had no means to attack enemy vessels. On the evening of 26 May, he dearly regretted that he had not followed the advice of his navigation officer to hold back that last torpedo.

Windows of homes and office complexes left streaks of yellow in her peripheral vision as she sped past. Headlights glared and flickered from the opposite lane of the road, drivers warning her to stay on her side, to stop veering the pick-up, to stay awake, to stop at red lights. She ignored them. They did not understand that there were no signs on the freeway to help her as they helped them, no Ramp Exit sign navigating her with the words EXIT 3A: ANSWERS, 1/2 MILE. They did not understand that she talked to herself while she drove in order to set things straight just as much as to stay awake. They did not understand that the traffic lights were red with rage and not with warning. Brakes don't work along the road to Hell.

Like almost all of your people, police officers don’t often look up. And I have learned to navigate London in the five years we have stayed here. It is not too different from the jungle in its own way.

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