Normal Senior Quotes

Mistakes and miscalculations are human and normal, and viewed in the long run they have not damaged the company. I do not mind taking responsibilty for every managerial decision I have made. But if a person who makes a mistake is branded and kicked off the seniority promotion escalator, he could lose his motivation for the rest of his business life and depreive the company of whaever good things he may have to offer later. If the casues of the mistake are clarified and made public, the person who made the mistake will not forget it and others will not make the same mistake. I tell our people “Go ahead and do what you think is right. If you make a mistake, you will learn form it. Just don't make the same mistake twice.

The fact of the matter is that within a couple of weeks all of this will seem quite normal. That’s when you know you’ve really got a problem. But I’ve found a solution, something that can make all of the weirdness worth putting up with, something I call . . . senior boys’ water polo practice. Every Wednesday night – bring refreshments.

Normal is a universe that is predictable and trustworthy.

Cultural Marxism, now called "Political Correctness" is a loaded gun that one puts to their own head. The narrative illusion normalizes the abnormal and is an elitist weapon over minions for citizen vs. citizen policing for establishment control.

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.

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.

Cixi’s lack of formal education was more than made up for by her intuitive intelligence, which she liked to use from her earliest years. In 1843, when she was seven, the empire had just finished its first war with the West, the Opium War, which had been started by Britain in reaction to Beijing clamping down on the illegal opium trade conducted by British merchants. China was defeated and had to pay a hefty indemnity. Desperate for funds, Emperor Daoguang (father of Cixi’s future husband) held back the traditional presents for his sons’ brides – gold necklaces with corals and pearls – and vetoed elaborate banquets for their weddings. New Year and birthday celebrations were scaled down, even cancelled, and minor royal concubines had to subsidise their reduced allowances by selling their embroidery on the market through eunuchs. The emperor himself even went on surprise raids of his concubines’ wardrobes, to check whether they were hiding extravagant clothes against his orders. As part of a determined drive to stamp out theft by officials, an investigation was conducted of the state coffer, which revealed that more “than nine million taels of silver had gone missing. Furious, the emperor ordered all the senior keepers and inspectors of the silver reserve for the previous forty-four years to pay fines to make up the loss – whether or not they were guilty. Cixi’s great-grandfather had served as one of the keepers and his share of the fine amounted to 43,200 taels – a colossal sum, next to which his official salary had been a pittance. As he had died a long time ago, his son, Cixi’s grandfather, was obliged to pay half the sum, even though he worked in the Ministry of Punishments and had nothing to do with the state coffer. After three years of futile struggle to raise money, he only managed to hand over 1,800 taels, and an edict signed by the emperor confined him to prison, only to be released if and when his son, Cixi’s father, delivered the balance. The life of the family was turned upside down. Cixi, then eleven years old, had to take in sewing jobs to earn extra money – which she would remember all her life and would later talk about to her ladies-in-waiting in the court. “As she was the eldest of two daughters and three sons, her father discussed the matter with her, and she rose to the occasion. Her ideas were carefully considered and practical: what possessions to sell, what valuables to pawn, whom to turn to for loans and how to approach them. Finally, the family raised 60 per cent of the sum, enough to get her grandfather out of prison. The young Cixi’s contribution to solving the crisis became a family legend, and her father paid her the ultimate compliment: ‘This daughter of mine is really more like a son!’ Treated like a son, Cixi was able to talk to her father about things that were normally closed areas for women. Inevitably their conversations touched on official business and state affairs, which helped form Cixi’s lifelong interest. Being consulted and having her views acted on, she acquired self-confidence and never accepted the com“common assumption that women’s brains were inferior to men’s. The crisis also helped shape her future method of rule. Having tasted the bitterness of arbitrary punishment, she would make an effort to be fair to her officials.

Mike the Cat was already a senior citizen by the time I met him, a reality I had trouble adjusting to. I had never owned a pet, yet from knowing people who did I was aware that we bring animals into our lives in tacit acknowledgment of the heartbreak to come, recognizing that in the normal course of events we will eventually have to watch them grow arthritic and rheumy, then say a final, wrenching goodbye. From the minute I met Mike the Cat, I lived in fear of the day we would find him splayed on the living room rug, seized by respiratory failure or colitis or the final agonizing throes of cat cancer.

During his first week on the job, McNamara sat down with the Pentagon’s Weapons Systems Evaluation Group (WSEG), which had just completed an intensive study, known as WSEG Report #50, that found that a Soviet surprise attack on only five locations—the White House, the Pentagon, Camp David, Raven Rock, and Mount Weather—would likely destroy all of the nation’s command structure. Even simply hitting the first two would likely wipe out the military command structure, since Raven Rock and Mount Weather weren’t normally manned with senior personnel. “Both the Presidential and the SecDef-JCS levels of command are presently subject to operational incapacitation by the same events,” the report explained. Hitting all the nation’s major military commands and leadership sites would involve attacking just fourteen installations—a

She knows she should feel excited about her acceptance to Emory and the promise of spring break. She should feel infinite and hopeful, like the growing earth around her. Like the sunlight, which stretches longer each day, asking for one more minute, one more oak tree to shimmer on. Like the late March mornings, which arrive carrying a gentle heat, rocking it back and forth over the pavement in the parking lot, letting it crawl forth over the grass and the tree roots, nurturing it while it is still nascent and tender, before it turns into swollen summer. But while the whole earth prepares for spring, Hannah feels a great anxiety in her heart, for something dangerous has grown in her, something she never planted or even wanted to plant. It’s there. She knows it’s there. If she’s truthful with herself, she’s probably known it all along. But now, as the days grow longer and the Garden District grows greener, she can actually see it. It has sprung up at last, and it refuses to be unseen. She tells herself it’s passing. It’s temporary. It’s intensified only because she’s a senior and all of her emotions are heightened. It’s innocent. It’s typical for a girl her age. It’s no more or less of a feeling than everyone else has had at 17. But deep down, deep below the topsoil of her heart, she knows it’s not. Still, she pushes it down inside of her, buries it as far as it can go, suffocates it in the space between her stomach and her heart. She tells herself that she is stronger, that she can fight it, that she has control. That no one else has to know. I can ignore it, she thinks. I can refuse to look at it. I can stomp on it every time it springs up within me. So she lies to herself that everything is normal. That she is normal. She carries herself through the end of the school week by refusing to acknowledge it. By refusing to align her heart with the growing sunlight and the nurturing heat and the flowering plants and the tall, proud trees. ‘You alright?’ Baker asks, when Hannah says goodbye to her after school on Friday. Hannah stomps, buries, suffocates, wishes for death. ‘Yeah,’ she says. ‘I’m good.

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.

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.

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.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

The Right Intake Protein, protein, protein. Is there any other food group that causes so much angst? Have too little and you may be in trouble, have too much and you may be in greater trouble. Proteins are the main building blocks of the body making muscles, organs, skin and also enzymes. Thus, a lack of protein in your diet affects not only your health (think muscle deficiency and immune deficiency) but also your looks (poor skin and hair). On the other hand, excess protein can be harmful. “High protein intake can lead to dehydration and also increase the risk of gout, kidney afflictions, osteoporosis as well as some forms of cancer,” says Taranjeet Kaur, metabolic balance coach and senior nutritionist at AktivOrtho. However, there are others who disagree with her. "In normal people a high-protein natural diet is not harmful. In people who are taking artificial protien supplements , the level of harm depends upon the kind of protein and other elements in the supplement (for example, caffiene, etc.) For people with a pre- existing, intestinal, kidney or liver disease, a high-protein diet can be harmful," says leading nutritionist Shikha Sharma, managing director of Nutri-Health.  However, since too much of anything can never be good, the trick is to have just the right amount of protein in your diet.  But how much is the right amount? As a ballpark figure, the US Institute of Medicine recommends 0.8 gm of protein per kilogram of body weight. This amounts to 56 gm per day for a 70 kg man and 48 gm per day for a 60 kg woman.  However, the ‘right’ amount of protein for you will depend upon many factors including your activity levels, age, muscle mass, physical goals and the current state of health. A teenager, for example, needs more protein than a middle-aged sedentary man. Similarly, if you work out five times a day for an hour or so, your protein requirement will go up to 1.2-1.5 gm per kg of body weight. So if you are a 70kg man who works out actively, you will need nearly 105 gm of protein daily.   Proteins are crucial, even when you are trying to lose weight. As you know, in order to lose weight you need to consume fewer calories than what you burn. Proteins do that in two ways. First, they curb your hunger and make you feel full. In fact, proteins have a greater and prolonged satiating effect as compared to carbohydrates and fats. “If you have proteins in each of your meals, you have lesser cravings for snacks and other such food items,” says Kaur. By dulling your hunger, proteins can help prevent obesity, diabetes and heart disease.   Second, eating proteins boosts your metabolism by up to 80-100 calories per day, helping you lose weight. In a study conducted in the US, women who increased protein intake to 30 per cent of calories, ended up eating 441 fewer calories per day, leading to weight loss. Kaur recommends having one type of protein per meal and three different types of proteins each day to comply with the varied amino acid requirements of the body. She suggests that proteins should be well distributed at each meal instead of concentrating on a high protein diet only at dinner or lunch. “Moreover, having one protein at a time helps the body absorb it better and it helps us decide which protein suits our system and how much of it is required by us individually. For example, milk may not be good for everyone; it may help one person but can produce digestive problems in the other,” explains Kaur. So what all should you eat to get your daily dose of protein? Generally speaking, animal protein provides all the essential amino acids in the right ratio for us to make full use of them. For instance, 100 gm of chicken has 30 gm of protein while 75gm of cottage cheese (paneer) has only 8 gm of proteins (see chart). But that doesn’t mean you need to convert to a non-vegetarian in order to eat more proteins, clarifies Sharma. There are plenty of vegetarian options such as soya, tofu, sprouts, pulses, cu

While their normal working relations are pervaded by an atmosphere of intrigue and competitive resentment, Diana still feels a sense of responsibility towards her husband. When he returned to public duties last year following a lengthy recuperation from his broken arm he intended to make a bizarre “statement” regarding the intense speculation surrounding his injury. He instructed his staff to find a false arm with a hook on the end so that he could appear in public like a real-life Captain Hook. Diana was consulted by senior courtiers worried that he would make a fool of himself. She suggested that a false arm should be obtained but then conveniently mislaid shortly before he was to attend a medical meeting in Harley Street, central London. While Charles was annoyed by the subterfuge, his staff were relieved that his dignity had been preserved thanks to Diana’s timely intervention.

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.)

There are plenty of monsters hidden behind smiles of seemingly normal folks.

Of course, some young people dislike the conformity and yearn for a sense of choice and exploration. One college senior at Princeton remarked to me, “Once you’re here, you become awfully risk-averse. It’s more about not failing than doing anything in particular.” Another said, “I’m so busy here. I’d love some time to think,” as if thinking and college didn’t belong in the same sentence.

ON DECEMBER 8, 1941, cinemas and theaters in Japan were made to temporarily suspend their evening performances and broadcast a speech recorded by Prime Minister Tojo Hideki earlier that day. U.S. films—films such as Mr. Smith Goes to Washington, which the Japanese relished in easier times—were now officially banned. That night, audiences were confronted with the voice of a leader who hardly resembled Jimmy Stewart. Tojo was a bald and bespectacled man of middle age with no remarkable features other than his mustache. His exaggerated buckteeth existed only in Western caricatures, but he did not look like a senior statesman who had just taken his country to war against a most formidable enemy, and his voice was memorable only for its dullness. He recited the speech, “On Accepting the Great Imperial Command,” with the affected diction of a second-rate stage actor. Our elite Imperial Army and Navy are now fighting a desperate battle. Despite the empire’s every possible effort to salvage it, the peace of the whole of East Asia has collapsed. In the past, the government employed every possible means to normalize U.S.-Japan diplomatic relations. But the United States would not yield an inch on its demands. Quite the opposite. The United States has strengthened its ties with Britain, the Netherlands, and China, demanding unilateral concessions from our Empire, including the complete and unconditional withdrawal of the imperial forces from China, the rejection of the [Japanese puppet] Nanjing government, and the annulment of the Tripartite Pact with Germany and Italy. Even in the face of such demands, the Empire persistently strove for a peaceful settlement. But the United States to this day refused to reconsider its position. Should the Empire give in to all its demands, not only would Japan lose its prestige and fail to see the China Incident to its completion, but its very existence would be in peril. Tojo, in his selective explanation of the events leading to Pearl Harbor, insisted that the war Japan had just initiated was a “defensive” war. He faithfully echoed Japan’s deep-seated feelings of persecution, wounded national pride, and yearning for greater recognition, which together might be called, for the want of a better phrase, anti-Westernism. It was a sentimental speech, and it was notable for what was left unsaid.

An excellent current day example of online executive presence is Dr. Anthony Fauci’s testimony to the Senate Health Committee on Tuesday May 12th, 2020. Providing his testimony virtually, Dr. Fauci was well groomed and dressed in a coat and tie, just as he would on a normal work day. His suit clearly was not a $8000 Brioni. Rather, it reflected a senior government official with a simpler taste who is more focused on the weightier issues of public health currently afflicting the US and the world. As the face of the National Institute of Allergy and Infectious Diseases, his suit not only signals deference to the institution he leads, but reflects a keen awareness for how his appearance could be perceived by everyone online. Even from home, the message in his persona was “I know my job, I’m prepared, and I take it seriously.” Rhetorically, imagine if he had appeared in a bathrobe looking like he had just gotten out of bed.

Ken Wharfe In 1987, Ken Wharfe was appointed a personal protection officer to Diana. In charge of the Princess’s around-the-clock security at home and abroad, in public and in private, Ken Wharfe became a close friend and loyal confidant who shared her most private moments. After Diana’s death, Inspector Wharfe was honored by Her Majesty Queen Elizabeth II at Buckingham Palace and made a Member of the Victorian Order, a personal gift of the sovereign for his loyal service to her family. His book, Diana: Closely Guarded Secret, is a Sunday Times and New York Times bestseller. He is a regular contributor with the BBC, ITN, Sky News, NBC, CBS, and CNN, participating in numerous outside broadcasts and documentaries for BBC--Newsnight, Channel 4 News, Channel 5 News, News 24, and GMTV. It was a strange sensation watching her walking away by herself, with no bodyguards following at a discreet distance. What were my responsibilities here? I kept thinking. Yet I knew this area well, and not once did I feel uneasy. I had made this decision--not one of my colleagues knew. Senior officers at Scotland Yard would most certainly have boycotted the idea had I been foolish enough to give them advance notice of what the Princess and I were up to. Before Diana disappeared from sight, I called her on the radio. Her voice was bright and lively, and I knew instinctively that she was happy, and safe. I walked back to the car and drove slowly along the only road that runs adjacent to the bay, with heath land and then the sea to my left and the waters of Poole Harbour running up toward Wareham, a small market town, to my right. Within a matter of minutes, I was turning into the car park of the Bankes Arms, a fine old pub that overlooks the bay. I left the car and strolled down to the beach, where I sat on an old wall in the bright sunshine. The beach huts were locked, and there was no sign of life. To my right I could see the Old Harry Rocks--three tall pinnacles of chalk standing in the sea, all that remains, at the landward end, of a ridge that once ran due east to the Isle of Wight. Like the Princess, I, too, just wanted to carry on walking. Suddenly, my radio crackled into life: “Ken, it’s me--can you hear me?” I fumbled in the large pockets of my old jacket, grabbed the radio, and said, “Yes. How is it going?” “Ken, this is amazing, I can’t believe it,” she said, sounding truly happy. Genuinely pleased for her, I hesitated before replying, but before I could speak she called again, this time with that characteristic mischievous giggle in her voice. “You never told me about the nudist colony!” she yelled, and laughed raucously over the radio. I laughed, too--although what I actually thought was “Uh-oh!” But judging from her remarks, whatever she had seen had made her laugh. At this point, I decided to walk toward her, after a few minutes seeing her distinctive figure walking along the water’s edge toward me. Two dogs had joined her and she was throwing sticks into the sea for them to retrieve; there were no crowd barriers, no servants, no police, apart from me, and no overattentive officials. Not a single person had recognized her. For once, everything for the Princess was “normal.” During the seven years I had worked for her, this was an extraordinary moment, one I shall never forget.

Global temperatures have been irregularly declining for at least 3,000 years based on Greenland ice core data similarly to what has occurred near the end of previous interglacial periods. The increases during the Twentieth Century have been well within normal bounds over the last 800,000 years for which we have ice core data from Antarctica.

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.

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?

In successive State of the Union addresses President Obama has warned of the danger of cyberattacks on our infrastructure. Government is adapting to the “new normal” of daily hacking, and cyber specialists such as Richard Clarke and George Cotter, who held senior government posts, have explained that the Russians and the Chinese are almost certainly inside the grid, mapping its vulnerabilities. Keith Alexander and Howard Schmidt warn that independent actors will soon have the capability to damage the grid, if they don’t have it already. If nothing else, the United States demonstrated with Stuxnet what a carefully planned cyberattack can do to the most securely defended equipment. Still, senior officials at the Department of Homeland Security, including the current secretary, treat the likelihood of a crippling attack on one of the nation’s power grids as nothing more than a speculative threat, and an unlikely one at that.

Serial killers usually choose vulnerable victim types, such as senior citizens, children, women, or people who live high-risk lifestyles. Dahmer’s victims were different. These were healthy, physically fit young men who only became vulnerable through intoxication and drugging. These men were young, athletic, social, and, in some cases, gay or bisexual, but not people normally perceived as physically vulnerable, and who didn’t perceive Dahmer as a threat. He incapacitated these otherwise capable men by drugging them until they passed out, therefore always creating a completely vulnerable victim.

D. Donovan, Senior Reviewer, Midwest Book Review writes: "Sea Creatures and Poems: Plus Some Other Fish Rhymes illustrates the fun that poetry can embrace, providing a zany collection for all ages that is both ocean-focused and whimsical. The operative description for both poems and pictures is "silly," and the book fulfills this promise with a series of engaging observations that belay the usual staid approaches of too many poetry books. Art combined with poetry is "a delicious combination," as Richard Merritts reflects in the collection's introduction. The poems inspired the author to add illustrations which are just as whimsically touched...and, also, quite artistically rendered. These aren't demanding works. Take "Pompano Pompano Pompano," for example. Its very short observation concludes with an ironic twist after identifying the "flat fish from Florida" outside of its normal sea environment. Succinct? Yes. But the poem really...snags readers, landing a winning insight on both the pompano and its ultimate fate. Readers trawling for humor will find plenty in this book. Even the poetry titles present original, fun observations, as in "By Jove, I Hooked a Snook." Aside from its delightful observations, the poems represent diverse structures, from free verse to rhyme: "From the depths of the sea;/Came a fish that could be;/From a prison did flee;/Dressed in stripes, so you see..." From redfish and ahi to the anglers who long for them, Sea Creatures and Poems will appeal to a wide audience, especially those who do not view poetry as an opportunity for philosophical and psychological analysis alone. Its blend of natural history info, inviting color illustrations, and accompanying fun insights is recommended for those who fish to those who enjoy eating or studying them, as well as poetry lovers who will appreciate the very different approaches, poetic variety, and whimsical inspections within. Libraries catering to these audiences will want to include it in their collections, but Sea Creatures and Poems will prove a delightful choice for adults who seek to instill in the young an appreciation for poetry's capability for fun and its diverse structural representations.

Compared to a conventional debt instrument, what makes securitization so attractive is the fact that the airline often retains the junior tranches. These become an asset on its balance sheet. Any discount associated with the low credit rating of these layers is more than offset by the discount on the purchase of the aircraft, thereby creating an immediate profit and cash inflow on delivery of the aircraft. Such are the wonders of modern financial alchemy. Under good, even normal, business conditions, the airline makes lease payments to the securitization vehicle. But in a recession or a bankruptcy filing, when payments are suspended, the owners of the senior strata are able to seize the collateral. The junior participants in the securitization have no rights, and any such assets on the airline’s balance sheet must be written down to zero, further increasing the airline’s losses. By this clever piece of financial engineering, the airline gets shiny new planes for an extremely low cost of funds–recently as low as 6 per cent–while equity shareholders carry nearly all of the business risk. That an industry which has rarely earned an acceptable return on capital should have access to such cheap capital is quite astonishing.

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.

Forgetfulness is especially worrying to us because of the fear that our memory failures may be the result of a degenerative brain disease like Alzheimer’s. In most cases, such fears are unfounded: the occasional “senior moment” is commonly experienced by perfectly normal people as they age. Rather than a sign of mental decline, these episodes of temporary forgetfulness may be a side effect of the mountains of information that the brain has taken in and processed over the years.

A 1964 study illustrated how status considerations could distort people's perceptions of the level of skill that was involved in various programming jobs. The study asked experienced computer personnel to distribute a list of programming tasks among a hierarchy of jobs–systems analyst, senior programmer, and programmer. The author found that "the higher the level of the job, the more job skills were included"–even if some of those tasks normally were performed by workers in the lower-status jobs. Higher-status workers were simply assumed to have a monopoly on skilled tasks, even by people who were familiar with the field and should have known better. We should not be surprised to find that employers, who often had no personal knowledge of programming, fell back on social categories when evaluating potential workers.

It seemed that just around the time that everything started to feel normal again, here came the AV nerds running down the hallways again. Senior year began with the towers falling. It was all too much. It felt like the world was falling apart and we were just collateral damage in some game grown-ups were playing. A war began and it seemed like half the guys from my graduating class joined the military. They drove around in trucks with “Infidel” written in white letters across their windows. We now had an enemy at home and an enemy abroad. If you were different, if you didn’t look like Leave it to Beaver, you were a suspect. The Muslim kids and the Black kids and the queer kids and the alternative kids; we were a walking perp line.

Most senior officers were like the men they led, citizens who interspersed spells of military service with normal civilian life.

When a family of grandparents, the sons and wives, their grandsons who may also be married, live together, perhaps under the same roof and sharing the same hearth and kitchen, it is important that its members should be compatible to the greatest possible degree. Suppose a young man from a rural area went to agricultural college in Ludhiana and somehow met a medical student who, it may be adduced, came from a well-to-do urban family with servants who did the cooking and cleaning. They fall in love and marry. She gives up her training, as would normally be expected, to live with her husband’s family where she is expected to cook, clean, help on the farm and perhaps even lay a cow dung floor. This may be an extreme example but hopefully it demonstrates the importance of arranged marriages in an extended family culture and the sense of marrying within the occupational group. Even in a less contrasting situation a girl has to fit in with her mother-in-law who rules the kitchen, and with existing and therefore senior sisters-in-law.

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.

At this point the reader should possess insight into the Atonist origins of both the exoteric and esoteric branches of Judaism and Christianity. The highest ranking members of Europe’s nobility, as well as senior members of both Catholic and Protestant Churches, know the truth revealed here. Naturally, such men are sworn to keep the salient facts from the masses of the world and normally do not admit the truth in words. However, as we show in The Trees of Life, the truth has been conveyed via the symbolism repeatedly employed by hierarchs and their lieutenants down through the ages to the present. This is the crucial thing to remember when inquiries are made into the shadowy

At this point the reader should possess insight into the Atonist origins of both the exoteric and esoteric branches of Judaism and Christianity. The highest ranking members of Europe’s nobility, as well as senior members of both Catholic and Protestant Churches, know the truth revealed here. Naturally, such men are sworn to keep the salient facts from the masses of the world and normally do not admit the truth in words. However, as we show in The Trees of Life, the truth has been conveyed via the symbolism repeatedly employed by hierarchs and their lieutenants down through the ages to the present. This is the crucial thing to remember when inquiries are made into the shadowy secrets of religion.

By the time first period was over, my head felt back to normal, and I was well on my way to congratulating myself on my quick recovery from my encounter with Alex Crawford. Right up until the moment I walked out of the classroom and straight into his arms. It was hard not to. He was standing right outside the door. His hands came up to grasp and steady me at the same time as he flashed me that mind-numbing smile. How on earth did he get here so fast? I wondered. “Hey, Jo O’Connor,” he said. “Hey, yourself,” I mumbled. At that moment, I made a snap decision, a thing I usually avoid. My usual new school adjustment techniques just didn’t seem to be getting me anywhere, at least not with Alex Crawford. If at first you don’t succeed, try try again. Only a fool tries the same thing twice, though. If fading into the background wasn’t going to work, maybe standing out by being obnoxious would. “What did you say your name was, again?” I asked. Alex laughed. Oh, nice move, O’Connor; I thought. It was the same kind of laugh he’d given before. Open, easy, unselfconscious. A laugh that softened all my defenses and pretty much made my heart want to melt like one of those little pats of butter you get at Denny’s, left out in the sun.

His career, though, was riddled with contradictions. Like many of his conservative colleagues, he had few reservations about implying that some fellow Americans, including perhaps the highest officials in the opposition party, were loyal to a hostile foreign power and willing to betray their fellow citizens. Yet by the end of his career, he became the man who opened the door to normalized relations with China (perhaps, thought some critics, he was the only politician in America who could do that without being attacked by Richard Nixon), and he was a pal of both the Soviet and Chinese Communist leadership. If he later surprised many long-standing critics with his trips to Moscow and Peking, he had shown his genuine diplomatic skills much earlier in the way he balanced the demands of the warring factions within his own party. He never asked to be well liked or popular; he asked only to be accepted. There were many Republicans who hated him, particularly in California. Earl Warren feuded with him for years. Even Bill Knowland, the state’s senior senator and an old-fashioned reactionary, despised him. At the 1952 convention, Knowland had remained loyal to Warren despite Nixon’s attempts to help Eisenhower in the California delegation. When Knowland was asked to give a nominating speech for Nixon, he was not pleased: “I have to nominate the dirty son of a bitch,” he told friends.

During the process of redesigning the NPR News mobile app, senior designer Libby Bawcombe wanted to know how to make design decisions that were more inclusive to a diverse audience, and more compassionate to that audience’s needs. So she led a session to identify stress cases for news consumers, and used the information she gathered to guide the team’s design decisions. The result was dozens of stress cases around many different scenarios, such as: • A person feeling anxious because a family member is in the location where breaking news is occurring • An English language learner who is struggling to understand a critical news alert • A worker who can only access news from their phone while on a break from work • A person who feels upset because a story triggered their memory of a traumatic event13 None of these scenarios are what we think of as “average.” Yet each of these is entirely normal: they’re scenarios and feelings that are perfectly understandable, and that any of us could find ourselves experiencing. That’s not to say NPR plans to customize its design for every single situation. Instead, says Bawcombe, it’s an exercise in seeing the problem space differently: Identifying stress cases helps us see the spectrum of varied and imperfect ways humans encounter our products, especially taking into consideration moments of stress, anxiety and urgency. Stress cases help us design for real user journeys that fall outside of our ideal circumstances and assumptions.14 Putting this new lens on the product helped the design team see all kinds of decisions differently.

If there was any politician in America who reflected the Cold War and what it did to the country, it was Richard Nixon—the man and the era were made for each other. The anger and resentment that were a critical part of his temperament were not unlike the tensions running through the nation as its new anxieties grew. He himself seized on the anti-Communist issue earlier and more tenaciously than any other centrist politician in the country. In fact that was why he had been put on the ticket in the first place. His first congressional race in 1946, against a pleasant liberal incumbent named Jerry Voorhis, was marked by red-baiting so savage that it took Voorhis completely by surprise. Upon getting elected, Nixon wasted no time in asking for membership in the House Un-American Activities Committee. He was the committee member who first spotted the contradictions in Hiss’s seemingly impeccable case; in later years he was inclined to think of the case as one of his greatest victories, in which he had challenged and defeated a man who was not what he seemed, and represented the hated Eastern establishment. His career, though, was riddled with contradictions. Like many of his conservative colleagues, he had few reservations about implying that some fellow Americans, including perhaps the highest officials in the opposition party, were loyal to a hostile foreign power and willing to betray their fellow citizens. Yet by the end of his career, he became the man who opened the door to normalized relations with China (perhaps, thought some critics, he was the only politician in America who could do that without being attacked by Richard Nixon), and he was a pal of both the Soviet and Chinese Communist leadership. If he later surprised many long-standing critics with his trips to Moscow and Peking, he had shown his genuine diplomatic skills much earlier in the way he balanced the demands of the warring factions within his own party. He never asked to be well liked or popular; he asked only to be accepted. There were many Republicans who hated him, particularly in California. Earl Warren feuded with him for years. Even Bill Knowland, the state’s senior senator and an old-fashioned reactionary, despised him. At the 1952 convention, Knowland had remained loyal to Warren despite Nixon’s attempts to help Eisenhower in the California delegation. When Knowland was asked to give a nominating speech for Nixon, he was not pleased: “I have to nominate the dirty son of a bitch,” he told friends. Nixon bridged the gap because his politics were never about ideology: They were the politics of self. Never popular with either wing, he managed to negotiate a delicate position acceptable to both. He did not bring warmth or friendship to the task; when he made attempts at these, he was, more often than not, stilted and artificial. Instead, he offered a stark choice: If you don’t like me, find someone who is closer to your position and who is also likely to win. If he tilted to either side, it was because that side seemed a little stronger at the moment or seemed to present a more formidable candidate with whom he had to deal. A classic example of this came early in 1960, when he told Barry Goldwater, the conservative Republican leader, that he would advocate a right-to-work plank at the convention; a few weeks later in a secret meeting with Nelson Rockefeller, the liberal Republican leader—then a more formidable national figure than Goldwater—Nixon not only reversed himself but agreed to call for its repeal under the Taft-Hartley act. “The man,” Goldwater noted of Nixon in his personal journal at the time, “is a two-fisted four-square liar.

NED: Why can’t you just say yes? BEN: Because we have a committee. NED: But you’re the senior partner and I’m your brother. BEN: I fail to see what bearing that has on the matter. You’re asking me to ask my partners to give up income that would ordinarily come into their pocket.

In Western society, he argues, the sick are sidelined, and stripped of their humanity. “Once you get admitted to a hospital,” he says, “you become a leukemia. You become a hypercholesterolemia. You become a diagnosis.” Whereas in Lourdes, he reckons, the sick are treated not as diseases but as people, equal to the most senior doctor. “It is normal in Lourdes to sing together, to pray together, to chat, to dance, to have beer.

One thing that I found disturbing during the address to the joint session of Congress was how Mike Pence gazed worshipfully at the back of Trump’s head for an hour straight. Every one in the senior staff thought that Mike Pence was a Stepford Veep. It seemed obvious that he was too perfect to be genuine. His and Trump’s personalities and worldviews were diametrically opposed. And yet, Pence agreed with everything Trump said or did. In real life, no one beams worshipfully at you all the time like that. If someone looked at you that way, you’d be disturbed and think about a restraining order. But Trump was not normal and he liked Pence’s apparent worship of him so much that they established a weekly lunch together.

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It’s difficult for outsiders to even understand the nature of a contango market. In essence, the price of oil in spot markets, which reflect the price of oil today, tends to be lower than the price of oil to be delivered in the future. This is attributable to a host of complex reasons.I In the relatively rare scenario when oil today is cheaper than oil in the future, the markets are said to be in contango, and it doesn’t tend to last very long. Usually the market reverts to its normal state of cheaper oil in the future. When the market goes into contango, it presents a whole host of ways for Koch’s traders to profit. In late 2008, the potential profits were extraordinary. The size of the contango became enormous—the gap between oil sold today and oil sold for delivery a few months out became roughly $8 a barrel. A more common level of contango would be in the range of $2 or $4 a barrel. And the gap wasn’t just wide, it was long-lasting. The markets remained in contango for several months. Koch Industries, and a handful of other giant oil producers, were able to exploit this gap in a special way. Because Koch Industries traded in both the futures markets and the physical markets, it could execute something called the “contango storage play.” One former senior trader within Koch Supply & Trading called the contango storage play a “bread-and-butter” strategy for Koch’s crude oil department. The mechanics of the contango storage play seem deceptively simple. A trader at Koch Industries buys oil in the spot markets, where it is cheap. Then, the trader sells oil for delivery in the futures markets, where oil is more expensive. When the contango gap is $8, it is easy to picture how quickly the profits pile up. The trader can buy oil for $35 and sell it for $43, almost instantly. There is a catch, however. To execute the contango storage play, the trader must be able to do something that most traders can’t do—they must be able to deliver the actual, physical oil in that future month. If a typical oil speculator—who did not own an oil refinery, storage tanks, or an oil tanker ship—tried to execute the contango storage trade, they could find themselves shut out. Executing the contango storage trade didn’t just require deep knowledge of arcane shipping markets and transportation law; it also required deep relationships in the private world of oil production.