Operational Graduation Quotes

Hey, one week, huh, Lex?" he said, tossing her a Cuff. "Here's your graduation gift." "Sweet." she slid it onto her wrist. It felt cool, with a slight vibration to it. "Thanks." "So, you feel all trained up? Driggs teach you everything he knows?" "Yes. I'm now fully qualified to operate a can opener." Driggs let out a sigh. "What a lovable scamp you've bestowed upon our fair town, Mort." "My pleasure," he said to Driggs.

To Graduate from the "School of Life" you need to have met the following criteria: Found your life purpose, know how the egoic mind operates, detached yourself from the egoic mind, lived in essence, been in essence in relationships, overcame duality, trusted life, became awake, reprogrammed beliefs, handled anger, forgiven everyone, loved yourself, dealt with fears, overcome anger you had with God/you, cleared your emotional complexes & negativity, let go of the past, dealt with difficult relationships and mastered loving all creations of the universe.

The assault on education began more than a century ago by industrialists and capitalists such as Andrew Carnegie. In 1891, Carnegie congratulated the graduates of the Pierce College of Business for being “fully occupied in obtaining a knowledge of shorthand and typewriting” rather than wasting time “upon dead languages.” The industrialist Richard Teller Crane was even more pointed in his 1911 dismissal of what humanists call the “life of the mind.” No one who has “a taste for literature has a right to be happy” because “the only men entitled to happiness… is those who are useful.” The arrival of industrialists on university boards of trustees began as early as the 1870s and the University of Pennsylvania’s Wharton School of Business offered the first academic credential in business administration in 1881. The capitalists, from the start, complained that universities were unprofitable. These early twentieth century capitalists, like heads of investment houses and hedge-fund managers, were, as Donoghue writes “motivated by an ethically based anti-intellectualism that transcended interest in the financial bottom line. Their distrust of the ideal of intellectual inquiry for its own sake, led them to insist that if universities were to be preserved at all, they must operate on a different set of principles from those governing the liberal arts.

Alcenith Crawford (a divorced ophthalmologist): "We women doctors have un-happy marriages because in our minds we are the superstars of our families. Having survived the hardship of medical school we expect to reap our rewards at home. We had to assert ourselves against all odds and when we finally graduate there are few shrinking violets amongst us. It takes a special man to be able to cope. Men like to feel important and be the undisputed head of the family. A man does not enjoy waiting for his wife while she performs life-saving operations. He expects her and their children to revolve around his needs, not the other way. But we have become accustomed to giving orders in hospitals and having them obeyed. Once home, it's difficult to adjust. Moreover, we often earn more than our husbands. It takes a generous and exceptional man to forgive all that.

The difference is, anything we just make out of our will, they can slip most of the punch,” he said. “I ain’t got time to give you a graduate seminar on intention versus the natural operation of the universe until you’ve completed my ‘why it’s a damned stupid thing to trust vampires’ course.

At the time, about to graduate from college, I was operating mainly on impulse, like a salmon swimming blindly upstream toward the site of his own conception. In class and seminars I would dress up these impulses in the slogans and theories that I'd discovered in books., thinking - falsely - that the slogans meant something, that they somehow made what I felt more amenable to proof. But at night, lying in bed, I would let the slogans drift away, to be replaced with a series of images, romantic images, of a past I'd never known. ... Such images became a form of prayer for me, bolstering my spirits, channeling my emotions in a way that words never could. They told me (although even this much understanding may have come later, is also a construct, containing its own falsehoods) that I wasn't alone in my particular struggles, and that communities had never been a given in this country, at least not for blacks. Communities had to be created, fought for, tended like gardens. They expanded or contracted with the dreams of men... Through organising, through shared sacrifice, membership had been earned. And because membership was earned... I believed that it might, over time, admit the uniqueness of my life. That was my idea of organising. It was a promise of redemption.

As I soon learned, this was the dream to which Gene had alluded so often in the past. Interestingly, though he’d said many times before that there might be something in this for me, that day I won a part that had yet to be created. It was only after I’d been brought on board, and Gene and I conceived and created her, that Uhura was born. Many times through the years I’ve referred to Uhura as my great-great-great-great-great-great-great-granddaughter of the twenty-third century. Gene and I agreed that she would be a citizen of the United States of Africa. And her name, Uhura, is derived from Uhuru, which is Swahili for “freedom.” According to the “biography” Gene and I developed for my character, Uhura was far more than an intergalactic telephone operator. As head of Communications, she commanded a corps of largely unseen communications technicians, linguists, and other specialists who worked in the bowels of the Enterprise, in the “comm-center.” A linguistics scholar and a top graduate of Starfleet Academy, she was a protégée of Mr. Spock, whom she admired for his daring, his intelligence, his stoicism, and especially his logic. We even had outlined exactly where Uhura had grown up, who her parents were, and why she had been chosen over other candidates for the Enterprise’s five-year mission.

I asked her to tell me what the best moment of her life had been Did she? Yes, she told me about a trip the two of you had taken to Europe together right after you graduated from high school. Pascal in Paris, it had been a dream of hers to visit Pascal’s grave. On that trip she finally did. I’d never seen her so excited. That wasn’t it. It wasn’t? No, it was in a hostel in Venice. The two of you had been travelling for a couple of weeks and all of your clothes were filthy. You didn’t mind the dirty clothes very much. Lila said you were able to roll with the punches and for you, everything about the trip, even the dirty laundry, was a great adventure. But Lila liked things a certain way, and she hated being dirty. That day she had gone off in search of a laundry mat but hadn’t been able to find one. You were sleeping in a room with a dozen bunks, women and men together. In the middle of the night Lila woke up and realized you weren’t in your bed. She thought you must have gone to the bathroom, but after a couple minutes when you hadn’t returned she became worried. She climbed down from her bunk and went to the bathroom to find you, you weren’t there. She wondered up and down the hallway softly calling your name. A few of the rooms were private and had the doors closed. As she became increasingly worried she began putting her ear to those doors listening for you. Then she heard banging down below. Alarmed she went down the dark stairwell to the basement. She saw you before you saw her. You were working in the dim light of a single blub standing over an old hand operated washing machine. She asked what you were doing, what does it look like you said smiling. What Lila remembered from that night was that you actually looked happy to be standing there in the cold basement in the middle of the night washing clothes by hand. And she knew you wouldn’t have minded wearing dirty clothes for another week or two, you were doing it for her. She said that. Yes when I asked her what the best moment of her life had been she had told me that story. But it was nothing. To her it was.

The ethic of ecstasy is the opposite of the trial's ethic; under its protection everybody does whatever he wants: now anyone can suck his thumb as he likes, from infancy to graduation, and it is a freedom no one will be willing to give up; look around you on the Metro; seated or standing, every single person has a finger in some orifice of his face-in the ear, in the mouth, in the nose; no one feels he's being observed, and everyone dreams of writing a book to tell about his unique and inimitable self, which is picking its nose; no one listens to anyone else, everyone writes, and each of them writes the way rock is danced to: alone, for himself, focused on himself yet making the same motions as all the others. In this situation of uniform egocentricity, the sense of guilt does not play the role it once did; the tribunals still operate, but they are fascinated exclusively by the past; they see only the core of the century; they see only the generations that are old or dead.

In a commencement speech at the University of Texas, Admiral William H. McRaven, commander of the US Special Operations Command, said that when he was training to be a Navy SEAL, he was required to make his bed every morning to square-cornered perfection—annoying at the time, but in retrospect one of the most important life lessons he ever learned. “If you make your bed every morning, you will have accomplished the first task of the day,” he told graduates. “It will give you a small sense of pride, and it will encourage you to do another task, and another, and another.” Making your bed, McRaven went on, reinforces the fact that the small things in life matter. “If you can’t do the little things right, you’ll never be able to do the big things right. And if, by chance, you have a miserable day, you will come home to a bed that is made—that you made. And a made bed gives you encouragement that tomorrow will be better. If you want to change the world, start off by making your bed.

The New Machine. Imagine you are sitting at your desk at work and the boss comes to you and gives you this proposal. “We just bought a new machine for the company and we need to train someone to operate this new machine. You would have to go to night school three days a week for nine months to learn how to operate this machine. We wouldn’t pay you for going to night school, but when you graduated from night school, you would be our machine operator and you would get a $1,500 per month raise. What do you think?” Most people would reply, “Yes! I could spend three nights a week for nine months in training so that I could get a $1,500 a month raise.” And isn’t that what your network marketing opportunity offers? If you really dedicated yourself, three nights a week for nine months, you should have enough distributors and customers to easily earn $1,500 extra per month. Now, your current job doesn’t offer the opportunity to work three nights a week and get a huge raise, but our network marketing opportunity does.

What this reveals about our universities is the operation of a pathological element. One need not ban the American flag from most of our campuses. It is more useful to deceive the world by allowing that flag to fly in a place where, all things being equal, its meaning and spirit has been abolished. In the Humanities and Social Science departments, where freedom of thought is of central importance, the American flag is more hated than loved by the faculty and the graduate students. I know this from firsthand because I was a graduate student at UC Irvine from 1986-1989. Professors there promoted Marxism, engaged in active recruitment of students amenable to Marxist ideas, and damaged the careers of those who were anti-Marxist. In those days it was done very quietly, administratively. If you dared speak up for America or economic freedom, you were persecuted. Your reputation was ruined. It is preferable to avert one’s eyes from such a situation, and very unpleasant to experience it directly; that is why those singled out for persecution were never defended. They were hung out to dry, and nobody dared interfere. Who, after all, wants trouble? This is the beauty of a quiet and selective intimidation.

My wife and I have had the joy of working with thousands of college students and have engaged in countless conversations with them about what they’re going to do as they approach graduation. Up to that point, they had felt safe and secure knowing they were simply coming back to campus for another year of school. But now that they were being kicked out of the nest, they felt a strong need to pray, get counsel, pursue options, and make decisions. As I chat with these twenty-one to twenty-five-year olds, I love to pose an unusual question. “If you could do anything with your life, what would you want to do? Just for a moment, free your mind from school loans or parents’ wishes or boyfriend pressure. Put no constraints or parameters on it. Write down what you would love to do with your life if you got to choose.” There are many things in life that will catch your eye, but only a few will catch your heart. Pursue those! Most have never allowed their mind or heart to think that broadly or freely. They’ve been conditioned to operate under some set of exterior expectations or self-imposed limitations. A few have sat there so long staring at that blank sheet, I thought they might pass out! They finally get an inspirational thought, and begin enthusiastically scribbling something. They finish with a smile, pass it over to me, and I take a look. Nine out of ten times I pass it back to them, look deep into their eyes and quietly say, “Go do this.” There is a reason they feel so excited about the specific direction, cause, or vocation they wrote down. It’s because God is the One who put it in their heart. “Delight yourself in the LORD; and He will give you the desires of your heart” (Psalm 37:4). “Are you delighting yourself in the Lord?” I ask the graduating senior. “I am certainly seeking to,” they reply. “Well then,” I respond, “you’ve just written down the desires of your heart. So, go for it.” Too simplistic or idealistic? I probably do have a more “wide-open” view of helping a person discover God’s direction for their life, but I believe this exercise strikes at the core of understanding what each of us were designed to do.

Dr. Sperry, after detailed studies of split-brain patients, finally concluded that there could be two distinct minds operating in a single brain. He wrote that each hemisphere is “indeed a conscious system in its own right, perceiving, thinking, remembering, reasoning, willing, and emoting, all at a characteristically human level, and … both the left and right hemisphere may be conscious simultaneously in different, even in mutually conflicting, mental experiences that run along in parallel.” When I interviewed Dr. Michael Gazzaniga of the University of California, Santa Barbara, an authority on split-brain patients, I asked him how experiments can be done to test this theory. There are a variety of ways to communicate separately to each hemisphere without the knowledge of the other hemisphere. One can, for example, have the subject wear special glasses on which questions can be shown to each eye separately, so that directing questions to each hemisphere is easy. The hard part is trying to get an answer from each hemisphere. Since the right brain cannot speak (the speech centers are located only in the left brain), it is difficult to get answers from the right brain. Dr. Gazzaniga told me that to find out what the right brain was thinking, he created an experiment in which the (mute) right brain could “talk” by using Scrabble letters. He began by asking the patient’s left brain what he would do after graduation. The patient replied that he wanted to become a draftsman. But things got interesting when the (mute) right brain was asked the same question. The right brain spelled out the words: “automobile racer.” Unknown to the dominant left brain, the right brain secretly had a completely different agenda for the future. The right brain literally had a mind of its own. Rita Carter writes, “The possible implications of this are mind-boggling. It suggests that we might all be carrying around in our skulls a mute prisoner with a personality, ambition, and self-awareness quite different from the day-to-day entity we believe ourselves to be.” Perhaps there is truth to the oft-heard statement that “inside him, there is someone yearning to be free.” This means that the two hemispheres may even have different beliefs. For example, the neurologist V. S. Ramanchandran describes one split-brain patient who, when asked if he was a believer or not, said he was an atheist, but his right brain declared he was a believer. Apparently, it is possible to have two opposing religious beliefs residing in the same brain. Ramachandran continues: “If that person dies, what happens? Does one hemisphere go to heaven and the other go to hell? I don’t know the answer to that.

From the Author Matthew 16:25 says, “For whoever desires to save his life will lose it, but whoever loses his life for my sake will find it.”  This is a perfect picture of the life of Nate Saint; he gave up his life so God could reveal a greater glory in him and through him. I first heard the story of Operation Auca when I was eight years old, and ever since then I have been inspired by Nate’s commitment to the cause of Christ. He was determined to carry out God’s will for his life in spite of fears, failures, and physical challenges. For several years of my life, I lived and ministered with my parents who were missionaries on the island of Jamaica. My experiences during those years gave me a passion for sharing the stories of those who make great sacrifices to carry the gospel around the world. As I wrote this book, learning more about Nate Saint’s life—seeing his spirit and his struggles—was both enlightening and encouraging to me. It is my prayer that this book will provide a window into Nate Saint’s vision—his desires, dreams, and dedication. I pray his example will convince young people to step out of their comfort zones and wholeheartedly seek God’s will for their lives. That is Nate Saint’s legacy: changing the world for Christ, one person and one day at a time.   Nate Saint Timeline 1923 Nate Saint born. 1924 Stalin rises to power in Russia. 1930 Nate’s first flight, aged 7 with his brother, Sam. 1933 Nate’s second flight with his brother, Sam. 1936 Nate made his public profession of faith. 1937 Nate develops bone infection. 1939 World War II begins. 1940 Winston Churchill becomes British Prime Minister. 1941 Nate graduates from Wheaton College. Nate takes first flying lesson. Japan attacks Pearl Harbor, Hawaii. 1942 Nate’s induction into the Army Air Corps. 1943 Nate learns he is to be transferred to Indiana. 1945 Atomic bombs dropped on Hiroshima and Nagasaki, Japan by U.S. 1946 Nate discharged from the Army. 1947 Nate accepted for Wheaton College. 1948 Nate and Marj are married and begin work in Eduador. Nate crashes his plane in Quito. 1949 Nate’s first child, Kathy, is born. Germany divided into East and West. 1950 Korean War begins. 1951 Nate’s second child, Stephen, is born. 1952 The Saint family return home to the U.S. 1953 Nate comes down with pneumonia. Nate and Henry fly to Ecuador. 1954 The first nuclear-powered submarine is launched. Nate’s third child, Phillip, is born. 1955 Nate is joined by Jim Elliot, Ed McCully, Peter Fleming and Roger Youderian. Nate spots an Auca village for the first time. Operation Auca commences. 1956 The group sets up camp four miles from the Auca territory. Nate and the group are killed on “Palm Beach”.

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

...I began planning all my work this way, beginning with a concrete student objective (e.g., to write a haiku) and a detailed analysis of the task involved, including the necessary knowledge of the form, knowledge of the kinds of content, and the procedures involved in actually producing one. I began to plan in terms of the prerequisite knowledge for a task and to delay teaching until that was in place. I began inventing activities that would make initial approaches to learning tasks simpler (e.g., providing the first line of the poem) and sequencing learning activities from easy to difficult. Underneath all this planning lay the concept of inquiry...That is, I worked to set up lessons so that the students could derive and test rules, generalizations, and interpretations for themselves. Most important, I learned that what and how much students learned was dependent on my planning and my care in bringing those plans to fruition in the classroom. I would never be able to view teaching as a hit-or-miss operation again, one that was subject to the vagaries of the weather, students' moods, and other random factors out of my control. I learned that if students did not learn, on any given day, I should look for the cause in my assumptions about the learning tasks, my planning, my teaching, or all three. I suddenly was more excited about teaching English to junior high students than about my graduate work. As I look back on it now, what I had considered a disgraceful demotion was one of the most important events in my life.

But that was thirteen years ago. Today, the crème de la crème flock to younger, more vibrant companies, in both entry-level and much higher positions. The brightest students tend to not want to work for large companies anymore, and McKinsey is a large company. In the 1970s every smart student received an offer from Arthur Andersen, then about ten thousand strong. The more adventurous went to McKinsey, which employed a paltry four hundred by comparison. Today Arthur Andersen is gone, and McKinsey has taken its place in the student imagination. It’s for the average Harvard Business School graduate, not the Baker scholars. And, as has always been the case, McKinsey consultants continue to leave for big positions elsewhere. Among others, Facebook chief operating officer Sheryl Sandberg is a McKinsey alumnus, as is Google chief financial officer Patrick Pichette. McKinsey may be a career firm for some, but it tends to lose its best people.

All of our phones were blowing up. It was ridiculous. It was just hard to focus in," Moseley said. "I didn't even want my phone anymore. It was just too much." So Frese asked players what they thought about giving up their phones for the entire length of their NCAA tournament road trips. The locker room agreed. Parents were given contact information for the team's director of basketball operations in case there was an emergency. Terps players told their friends they were going to be unreachable. And then they disappeared into, like, 1995 or something. "To live without your phone that long is really hard, especially for us; we live by our phones," Alyssa Thomas, the star forward who graduated last year, said of her generation. "At first we would all be checking our pockets, thinking we lost our phones or something." But then a weird thing happened,

You don’t need to worry about the plans we have for you, because those plans are still right on track. Back before you were born, Khrushchev said that the United States would be taken down, even if the Soviet Union no longer existed. This series of events were anticipated long before now. If the Soviet Union itself dissolves, Russia will still be ruled by some form of the Communist Party, or even by a KGB operative, and you will still get to do what you want. After you graduate, you will be sent to Chicago, where you will be apprenticed by the mayor, Rich Riley. Riley is a second generation mayor of that city, and he rules with an iron fist, like his father once did. A number of our operatives also live there, so you will never feel alone, and you will learn from the best.

Wait a minute. Will this get you in trouble with the operators’ school? To be seen with me?” She dropped her gaze to the sidewalk. “Not anymore.” His excitement crumbled. “No, it can’t be. Hannah, what happened?” She tried to maintain her somber expression, but a smile exploded on her face. “I graduated today. The first one in my class to be promoted to the real switchboard.” Lincoln grabbed her waist and hoisted her in the air. She squealed, and he lowered her back to the ground. One woman glared her disapproval, but an older couple approaching them chuckled. Hannah’s cheeks flamed, both from the public spectacle and from the electricity that surged through her at Lincoln’s touch. He, however, didn’t seem to notice her reaction or that of any onlookers. “We need to celebrate!” He slipped his fingers under her elbow and led her toward the car. “After we see the fire marshal, we’re going for ice cream, and I won’t take no for an answer this time.

Ten years from now, none of my present concerns would matter. Would I care whether I was ranked in the top five or the bottom five of the class? No. Would I care whether I learnt finance, operations or marketing at the IIM? No. I realized that the only thing I would care about after graduating from here would be whether I had been happy at the IIM or not. Did I have experiences I would remember? Did I have relationships that would stand the test of time? These would be the only things I would look back at, and judge my level of satisfaction or dissatisfaction during my time here.

Jon Stone was more Joe’s friend than mine, though ‘friend’ probably wasn’t the right word. Jon was a private military contractor, which meant he was a mercenary. He was also a Princeton graduate and a former Delta Force operator. His primary client was the Department of Defense. Same boss, different pay grade. Pike

My class leader signed up for FAMS figuring the guy who would attack him would be shouting “Allah hu Akbar!” and wielding a box cutter. But sometimes bureaucracy and corruption make it so that the guy who shoots you square in the neck, leg, chest, or face could be your incompetent firearms instructor. Beyond the veil, sometimes the enemy is the one that’s supposed to have your back, sign your paycheck, or shake your hand on graduation day. I learned that primarily from the Clintons, but the message really clicked once I had been threatened by the FBI for obstructing justice, withholding evidence of a federal investigation, and dereliction of duty.

Planning Your Courses at the Schools of Experience If you think about McCall’s theory, going through the right courses in the schools of experience can help people in all kinds of situations increase the likelihood of success. One of the CEOs I have most admired, Nolan Archibald, has spoken to my students on this theory. Archibald has had a stellar career, including having been the youngest-ever CEO of a Fortune 500 company—Black & Decker. After he retired, he discussed with my students how he’d managed his career. What he described was not all of the steps on his résumé, but rather why he took them. Though he didn’t use this language, he built his career by registering for specific courses in the schools of experience. Archibald had a clear goal in mind when he graduated from college—he wanted to become CEO of a successful company. But instead of setting out on what most people thought would be the “right,” prestigious stepping-stone jobs to get there, he asked himself: “What are all the experiences and problems that I have to learn about and master so that what comes out at the other end is somebody who is ready and capable of becoming a successful CEO?” That meant Archibald was prepared to make some unconventional moves in the early years of his career—moves his peers at business school might not have understood on the surface. Instead of taking jobs or assignments because they looked like a fast-track to the C-suite, he chose his options very deliberately for the experience they would provide. “I wouldn’t ever make the decision based upon how much it paid or the prestige,” he told my students “Instead, it was always: is it going to give me the experiences I need to wrestle with?” His first job after business school was not a glamorous consulting position. Instead, he worked in Northern Quebec, operating an asbestos mine. He thought that particular experience, of managing and leading people in difficult conditions, would be important to have mastered on his route to the C-suite. It was the first of many such decisions he made. The strategy worked. It wasn’t long before he became CEO of Beatrice Foods. And then, at age forty-two, he achieved an even loftier goal: he was appointed CEO of Black & Decker. He stayed in that position for twenty-four years.

There’s another level at which attention operates, this has to do with leadership, I argue that leaders need three kinds of focus, to be really effective, the first is an inner focus, let me tell you about a case that’s actually from the annals of neurology, there was a corporate lawyer, who unfortunately had a small prefrontal brain tumour, it was discovered early, operated successfully, after the surgery though it was a very puzzling picture, because he was absolutely as smart as he had been before, a very high IQ, no problem with attention or memory, but he couldn’t do his job anymore, he couldn’t do any job, in fact he ended up out of work, his wife left him, he lost his home, he’s living in his brother spare bedroom and in despair he went to see a famous neurologist named Antonio Damasio. Damasio specialized in the circuitry between the prefrontal area which is where we consciously pay attention to what matters now, where we make decisions, where we learn and the emotional centers in the midbrain, particularly the amygdala, which is our radar for danger, it triggers our strong emotions. They had cut the connection between the prefrontal area and emotional centers and Damasio at first was puzzled, he realized that this fellow on every neurological test was perfectly fine but something was wrong, then he got a clue, he asked the lawyer when should we have our next appointment and he realized the lawyer could give him the rational pros and cons of every hour for the next two weeks, but he didn’t know which is best. And Damasio says when we’re making a decision any decision, when to have the next appointment, should I leave my job for another one, what strategy should we follow, going into the future, should I marry this fellow compared to all the other fellows, those are decisions that require we draw on our entire life experience and the circuitry that collects that life experience is very base brain, it’s very ancient in the brain, and it has no direct connection to the part of the brain that thinks in words, it has very rich connectivity to the gastro- intestinal tract, to the gut, so we get a gut feeling, feels right, doesn’t feel right. Damasio calls them somatic markers, it’s a language of the body and the ability to tune into this is extremely important because this is valuable data too - they did a study of Californian entrepreneurs and asked them “how do you make your decisions?”, these are people who built a business from nothing to hundreds of millions or billions of dollars, and they more or less said the same strategy “I am a voracious gatherer of information, I want to see the numbers, but if it doesn’t feel right, I won’t go ahead with the deal”. They’re tuning into the gut feeling. I know someone, I grew up in farm region of California, the Central Valley and my high school had a rival high school in the next town and I met someone who went to the other high school, he was not a good student, he almost failed, came close to not graduating high school, he went to a two-year college, a community college, found his way into film, which he loved and got into a film school, in film school his student project caught the eye of a director, who asked him to become an assistant and he did so well at that the director arranged for him to direct his own film, someone else’s script, he did so well at that they let him direct a script that he had written and that film did surprisingly well, so the studio that financed that film said if you want to do another one, we will back you. And he, however, hated the way the studio edited the film, he felt he was a creative artist and they had butchered his art. He said I am gonna do the film on my own, I’m gonna finance it myself, everyone in the film business that he knew said this is a huge mistake, you shouldn’t do this, but he went ahead, then he ran out of money, had to go to eleven banks before he could get a loan, he managed to finish the film, you may have seen

Two of the ten planks of Karl Marx’s “Communist Manifesto” literally are the creation and operation of a private central bank, and a graduated income tax---both ILLEGAL in our country according to the U.S. Constitution.

Chester William Nimitz, Sr. was the last surviving officer to serve as a five star admiral in the Unites States Navy, holding the rank of Fleet Admiral. His career started as a midshipman at the United States Naval Academy where he graduated with honors on January 30, 1905. Becoming a submarine officer, Nimitz was responsible of the construction of the USS Nautilus, the first nuclear powered submarine. During World War II he was appointed the Commander in Chief of the Unites States Pacific Fleet known as CinCPa. His promotions led to his becoming the Chief of Naval Operations, a post he held until 1947. The rank of Fleet Admiral in the U.S. Navy is a lifetime appointment, so he never retired and remained on active duty as the special assistant to the Secretary of the Navy for the Western Sea Frontier. He held this position for the rest of his life, with full pay and benefits. In January 1966 Nimitz suffered a severe stroke, complicated by pneumonia. On February 20, 1966, at 80 years of age, he died at his quarters on Yerba Buena Island in San Francisco Bay. Chester William Nimitz, Sr. was buried with full military honors and lies alongside his wife and some military friends at the Golden Gate National Cemetery in San Bruno, California.

There’s a country that does something a little like this. Its young people, including its very best educational prospects from all different backgrounds, spend two or three years training and solving problems in a nonhierarchical environment and get together every year. Many then collaborate to start companies. This country leads the world in venture capital investments per capita (over $170, versus $75 in the United States in 2010).1 It has more companies on the NASDAQ than any non-US country except for China, despite having a population of less than eight million.2 Its quarterly gross domestic product (GDP) growth rate was above 5 percent in 2011 and it’s in the top thirty globally in per capita GDP, above Spain and Saudi Arabia, among others.3 This country is Israel, where eighteen-year-olds complete two- or three-year tours in the military, getting to know each other in highly selective military units. They operate at a high level of autonomy and responsibility and then travel the world for months before heading to college and/or grad school. In Dan Senor and Saul Singer’s book Start-up Nation, this network and training ground is credited as helping give rise to a culture of risk taking and entrepreneurship. By the time Israelis graduate from college, they’re in their midtwenties and mature; in many cases, they’ve already been in operating environments and borne life-and-death responsibilities. This cocktail of experience gives rise to a mixture of both courage and impatience. As one entrepreneur put it, “When an Israeli entrepreneur has a business idea, he will start it that week. The notion that one should accumulate credentials before launching a venture simply does not exist. . . . Too much time can only teach you what can go wrong, not what could be transformative.”4 Another observer commented, “Israelis . . .  don’t care about the social price of failure and they develop their projects regardless of the economic . . . situation.”5

Once beyond school age, individuals were all expected to carry out two functions: to contribute to production and to take part in military operations. The whole system was based on the “Four Military Lines.” The key tenets were “arm the entire people,” “fortify the entire nation,” “build a nation of military leaders,” and “complete military modernization.” So various militias were formed. When I grew too old for the Youth League, I had no choice but to join one of these militias. In my case, it was the Laborers’ and Farmers’ Red Army. I enlisted when I graduated from high school and embarked on a period of training. The training was professional enough. We learned how to dig trenches and fight to protect our position. We were well trained as snipers. Groups of individuals who were used to working together were formed into military units. The idea was that, in the event of a crisis, the units could be mobilized very quickly. We had exercises twice a year, at the hottest and the coldest time of year. We’d do things like climb a mountain or dig trenches out of the frozen ground. Right from the start, the one thing I kept asking myself was this: What was with the party’s obsession with militarizing the entire nation?

Team Obama joined the fight against teachers unions from day one: the administration supported charter schools and standardized tests; they gave big grants to Teach for America. In Jonathan Alter’s description of how the administration decided to take on the matter, it is clear that professionalism provided the framework for their thinking. Teachers’ credentials are described as somewhat bogus; they “often bore no relationship to [teachers’] skills in the classroom.” What teachers needed was a more empirical form of certification: they had to be tested and then tested again. Even more offensive to the administration was the way teachers’ unions had resisted certain accountability measures over the years, resulting in a situation “almost unimaginable to professionals in any other part of the economy,” as Alter puts it.15 As it happens, the vast majority of Americans are unprofessional: they are the managed, not the managers. But people whose faith lies in “cream rising to the top” (to repeat Alter’s take on Obama’s credo) tend to disdain those at the bottom. Those who succeed, the doctrine of merit holds, are those who deserve to—who race to the top, who get accepted to “good” colleges and get graduate degrees in the right subjects. Those who don’t sort of deserve their fates. “One of the challenges in our society is that the truth is kind of a disequalizer,” Larry Summers told journalist Ron Suskind during the early days of the Obama administration. “One of the reasons that inequality has probably gone up in our society is that people are being treated closer to the way that they’re supposed to be treated.”16 Remember, as you let that last sentence slide slowly down your throat, that this was a Democrat saying this—a prominent Democrat, a high-ranking cabinet official in the Clinton years and the man standing at the right hand of power in the first Obama administration.* The merit mind-set destroyed not only the possibility of real action against inequality; in some ways it killed off the hopes of the Obama presidency altogether. “From the days of the 2008 Obama transition team offices, it was clear that the Administration was going to be populated with Ivy Leaguers who had cut their teeth, and filled their bank accounts, at McKinsey, Goldman Sachs and Citigroup,” a labor movement official writes me. The President, who was so impressed with his classmates’ intelligence at Harvard and Columbia, gave them the real reins of power, and they used those reins to strangle him and his ambition of being a transformative President. The overwhelming aroma of privilege started at the top and at the beginning.… It reached down deep into the operational levels of government, to the lowest-level political appointees. Our members watched this process unfold in 2009 and 2010, and when it came time to defend the Obama Administration at the polls in 2010, no one showed up. THE

Experts have been revered—and well paid—for years for their “It is my opinion that ... ” judgments. As James March has stated, however, such reverence may serve a purely social function. People and organizations have to make decisions, often between alternatives that are almost equally good or bad. What better way to justify such decisions than to consult an expert, and the more money he or she charges, the better. “We paid for the best possible medical advice,” can be a palliative for a fatal operation (or a losing legal defense), just as throwing the I Ching can relieve someone from regretting a bad marriage or a bad career choice. An expert who constructs a linear model is not as impressive as one who gives advice in a “burst” of intuition derived from “years of experience.” (One highly paid business expert we know constructs linear models in secret.) So we value the global judgment of experts independently of its validity. But there is also a situational reason for doubting the inferiority of global, intuitive judgment. It has to do with the biased availability of feedback. When we construct a linear model in a prediction situation, we know exactly how poorly it predicts. In contrast, our feedback about our own intuitive judgments is flawed. Not only do we selectively remember our successes, we often have no knowledge of our failures—and any knowledge we do have may serve to “explain” them (away). Who knows what happens to rejected graduate school applicants? Professors have access only to accepted ones, and if the professors are doing a good job, the accepted ones will likewise do well—reinforcing the impression of the professors’ good judgment. What happens to people misdiagnosed as “psychotic”? If they are lucky, they will disappear from the sight of the authorities diagnosing them; if not, they are likely to be placed in an environment where they may soon become psychotic. Finally, therapy patients who commit suicide were too sick to begin with—as is easily supported by an ex post perusal of their files.

This is why we are rewarded with parties, presents, ceremonies, celebrations, and positive feedback from our friends and family when we “achieve” certain milestones that affirm this so-called progression (i.e., birthdays, graduations, weddings, anniversaries, retirements). The illusion of linear time was created as a way to make sure that humans stay in line, and follow the rules, and keep to the system’s prefab formulas. The problem is that when we operate from the distorted perspective of linear time, we cut ourselves off from the quantum realm of limitless possibility.

Hire the right people. “We will continue to focus on hiring and retaining versatile and talented employees,” he wrote in an early shareholder letter. Compensation, especially early on, was heavily weighted to stock options rather than cash. “We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.” There are three criteria he instructs managers to consider when they are hiring: Will you admire this person? Will this person raise the average level of effectiveness of the group he or she is entering? Along what dimension might this person be a superstar? It’s never been easy to work at Amazon. When Bezos interviews people, he warns them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.” Bezos makes no apologies. “We are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about,” he says. “Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.” These lessons remind me of the way Steve Jobs operated. Sometimes such a style can be crushing, and to some people it may feel tough or even cruel. But it also can lead to the creation of grand, new innovations and companies that change the way we live. Bezos has done all of this. But he still has many chapters to write in his story. He has always been public spirited, but I suspect in the coming years he will do more with philanthropy. Just as Bill Gates’s parents led him into such endeavors, Jackie and Mike Bezos have been models for Bezos as he focuses on missions such as providing great early-childhood education to all kids. I am also confident that he has at least one more major leap to make. I suspect that he will be—and is, indeed, eager to be—one of the first private citizens to blast himself into space. As he told his high school graduating class back in 1982, “Space, the final frontier, meet me there!

Trained Obstetrician and Gynaecologist in Dubai Dr Elsa de Menezes Fernandes is a UK trained Obstetrician and Gynaecologist. She completed her basic training in Goa, India, graduating from Goa University in 1993. After Residency, she moved to the UK, where she worked as a Senior House Officer in London at the Homerton, Southend General, Royal London and St. Bartholomew’s Hospitals in Obstetrics and Gynaecology. She completed five years of Registrar and Senior Registrar training in Obstetrics and Gynaecology in London at The Whittington, University College, Hammersmith, Ealing and Lister Hospitals and Gynaecological Oncology at the Hammersmith and The Royal Marsden Hospitals. During her post-graduate training in London she completed Membership from the Royal College of Obstetricians and Gynaecologists. In 2008 Dr Elsa moved to Dubai where she worked as a Consultant Obstetrician and Gynaecologist at Mediclinic City Hospital until establishing her own clinic in Dubai Healthcare City in March 2015. She has over 20 years specialist experience. Dr Elsa has focused her clinical work on maternal medicine and successfully achieved the RCOG Maternal Medicine Special Skills Module. She has acquired a vast amount of experience working with high risk obstetric patients and has worked jointly with other specialists to treat patients who have complex medical problems during pregnancy. During her training she gained experience in Gynaecological Oncology from her time working at St Bartholomew’s, Hammersmith and The Royal Marsden Hospitals in London. Dr Elsa is experienced in both open and laparoscopic surgery and has considerable clinical and operative experience in performing abdominal and vaginal hysterectomies and myomectomies. She is also proficient in the technique of hysteroscopy, both diagnostic and operative for resection of fibroids and the endometrium. The birth of your baby, whether it is your first or a happy addition to your family, is always a very personal experience and Dr Elsa has built a reputation on providing an experience that is positive and warmly remembered. She supports women’s choices surrounding birth and defines her role in the management of labour and delivery as the clinician who endeavours to achieve safe motherhood. She is a great supporter of vaginal delivery. Dr Elsa’s work has been published in medical journals and she is a member of the British Maternal and Fetal Medicine Society. She was awarded CCT (on the Specialist Register) in the UK. Dr Elsa strives to continue her professional development and has participated in a wide variety of courses in specialist areas, including renal diseases in pregnancy and medical complications in pregnancy.

Obvious fact: Never before have there been so many gaping chasms between what the world seems to be and what science tells us it is. ‘Us’ meaning laymen. It’s like a million Copernican Revolutions all happening at the same time. As in for instance we ‘know,’ as high-school graduates and readers of Newsweek, that time is relative, that quantum particles can be both there and not, that space is curved, that colors do not inhere in objects themselves, that astronomic singularities have infinite density, that our love for our children is evolutionarily preprogrammed, that there is a blind spot in the center of our vision that our brains automatically fill in. That our thoughts and feelings are really just chemical transfers in 2.8 pounds of electrified pâté. That we are mostly water, and water is mostly hydrogen, and hydrogen is flammable, and yet we are not flammable. We ‘know’ a near-infinity of truths that contradict our immediate commonsense experience of the world. And yet we have to live and function in the world. So we abstract, compartmentalize: there’s stuff we know and stuff we ‘know’. I ‘know’ my love for my child is a function of natural selection, but I know I love him, and I feel and act on what I know. Viewed objectively, the whole thing is deeply schizoid; yet the fact of the matter is that as subjective laymen we don’t often feel the conflict. Because of course our lives are 99.9% concretely operational, and we operate concretely on what we know, not on what we ‘know’.

ain’t got time to give you a graduate seminar on intention versus the natural operation of the universe until you’ve completed my ‘why it’s a damned stupid thing to trust vampires’ course.

For all the attacks against meritocracy, there is no other way of organising society than through meritocratic means. And if you’re inclined to disagree, think for a moment about your personal life. Ultimately, when your back is up against the wall, you will want to be operated on by a surgeon or flown by a pilot who graduated at the top of their class and achieved renown in their field through genuine merit – not through a lottery or connections. At some point, particularly when it is a matter of life and death, the buck always stops, and meritocracy always triumphs.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

Mixing culture war and capitalism is not just a personal quirk shared by these three individuals; it is writ in the very manifesto of the Kansas conservative movement, the platform of the state Republican Party for 1998. Moaning that “the signs of a degenerating society are all around us,” railing against abortion and homosexuality and gun control and evolution (“a theory, not a fact”), the document went on to propound a list of demands as friendly to plutocracy as anything ever dreamed up by Monsanto or Microsoft. The platform called for: • A flat tax or national sales tax to replace the graduated income tax (in which the rich pay more than the poor). • The abolition of taxes on capital gains (that is, on money you make when you sell stock). • The abolition of the estate tax. • No “governmental intervention in health care.” • The eventual privatization of Social Security. • Privatization in general. • Deregulation in general and “the operation of the free market system without government interference.” • The turning over of all federal lands to the states. • A prohibition on “the use of taxpayer dollars to fund any election campaign.” Along

Mixing culture war and capitalism is not just a personal quirk shared by these three individuals; it is writ in the very manifesto of the Kansas conservative movement, the platform of the state Republican Party for 1998. Moaning that “the signs of a degenerating society are all around us,” railing against abortion and homosexuality and gun control and evolution (“a theory, not a fact”), the document went on to propound a list of demands as friendly to plutocracy as anything ever dreamed up by Monsanto or Microsoft. The platform called for: • A flat tax or national sales tax to replace the graduated income tax (in which the rich pay more than the poor). • The abolition of taxes on capital gains (that is, on money you make when you sell stock). • The abolition of the estate tax. • No “governmental intervention in health care.” • The eventual privatization of Social Security. • Privatization in general. • Deregulation in general and “the operation of the free market system without government interference.” • The turning over of all federal lands to the states. • A prohibition on “the use of taxpayer dollars to fund any election campaign.” Along the way the document specifically endorsed the disastrous Freedom to Farm Act, condemned agricultural price supports, and came out in favor of making soil conservation programs “voluntary,” perhaps out of nostalgia for the Dust Bowl days, when Kansans learned a healthy fear of the Almighty.17

For Ki-young, who had just graduated from the Operations Class of Kim Jong Il University of Political and Military Science, commonly called Liaison Office 130, the man's defeatist attitude was surprising. How could he live in enemy territory without being alert? How could he let go of his animosity toward the South, where the great enemy Chun Doo Swan massacred thousands of people in Kwangju in broad daylight? Later, he realized the South specialized in lifelessness and defeatism. Indiscriminate weariness was prevalent. Ki-yong knew what ennui was, but this was the first time he personally observed it. At home, it was an abstract idea batted about when criticizing capitalism. Of course, there was ennui back home, too. But in a socialist society it was closer to boredom. And it was really a matter of inadequate motivation; a bit of stimulation could change the feeling of boredom. But the prototypical capitalist ennui Ki-yong encountered for the first time in the South was heavy and voluminous. Like poisonous gas, it suffocated and suppressed life. Mere exposure to it prompted the growth of fear. Sometimes you encountered people who inspired in you an immediate primal caution, something that made you say, I don't want to live like that. That civil servant in the office had this effect on Ki-yong. He represented depression, emptiness, cynicism.

Reigart B. Lowry was a career naval officer who spent 40 years in the US Navy. He played an active role in many of the major operations of the Navy from 1840 to 1880. He graduated from the first class at Annapolis, fought in the Mexican War, went to Japan with Commodore Perry, and was in a ship off of Fort Sumter when the first shots of the Civil War were fired. He played an active role in many of the important naval operations of the Civil War. After the Civil War, military operations lessened, government corruption increased, and politicians tried to gain more influence in the Navy. Reigart Lowry fought against these influences, and in his last year, he led the fight against a fellow naval officer who was trying to take advantage of this atmosphere.

Lack of land. Most of Punjab had been cultivated by the late eighteenth century, when irrigation projects had become fully operational. Jats, especially, had to look elsewhere. Prospects abroad, like those offered to the craftsmen who went to East Africa. The affluence of Britain in the 1950s and opportunities which the British government and employers offered those willing to work unsociable hours. Advertisements informed Asians and people from the Caribbean of such work in textile mills and public transport. Demands for professional skills in countries such as the USA or Indonesia, or the Gulf States. Though India can afford to employ most of its graduates nowadays, many relish the prospect of overseas experience. Sikh rejection of the concepts of ritual purity and pollution which stopped some Hindus migrating.

a young person wants to learn philosophy these days, he or she would be better advised to become immersed in the domain directly and avoid the field altogether: “I’d tell him to read the great books of philosophy. And I would tell him not to do graduate study at any university. I think all philosophy departments are no good. They are all terrible.” By and large, however, jurisdiction over a given domain is officially left in the hands of a field of experts. These may range from grade school teachers to university professors and include anyone who has a right to decide whether a new idea or product is “good” or “bad.” It is impossible to understand creativity without understanding how fields operate, how they decide whether something new should or should not be added to the domain.

In one case the surgeon’s peers defended his actions by saying, “Oh, he’s got four kids in college.”21 When his kids graduate, will he stop pulling out the scalpel so readily? In some for-profit hospitals, administrators set a quota of hysterectomies, knee surgeries, and other operations that surgeons are expected to perform every week, no matter which patients turn up.

neurosurgeon. I graduated from the University of North Carolina at Chapel Hill in 1976 with a major in chemistry and earned my M.D. at Duke University Medical School in 1980. During my eleven years of medical school and residency training at Duke as well as Massachusetts General Hospital and Harvard, I focused on neuroendocrinology, the study of the interactions between the nervous system and the endocrine system—the series of glands that release the hormones that direct most of your body’s activities. I also spent two of those eleven years investigating how blood vessels in one area of the brain react pathologically when there is bleeding into it from an aneurysm—a syndrome known as cerebral vasospasm. After completing a fellowship in cerebrovascular neurosurgery in Newcastle-Upon-Tyne in the United Kingdom, I spent fifteen years on the faculty of Harvard Medical School as an associate professor of surgery, with a specialization in neurosurgery. During those years I operated on countless patients, many of them with severe, life-threatening brain conditions.

Starting in the Clinton era and continuing through George W. Bush’s two terms, progressive activists mounted direct pressure—either in the form of public protest or lawsuits—against banks. This was aimed at intimidating banks to adopt new lending standards and also to engage the activist groups themselves in the lending process. In 1994, a young Barack Obama, recently graduated from Harvard Law School, joined two other attorneys in suing Citibank for “discriminatory lending” because it had denied home loans to several bank applicants. The case was called Selma S. Buycks-Roberson v. Citibank. Citibank denied wrongdoing, but as often happens in such situations, it settled the lawsuit to avoid litigation costs and the negative publicity. Selma Buycks-Roberson and two of her fellow plaintiffs altogether received $60,000, and Obama and his fellow lawyers received nearly a million dollars in legal fees. This was a small salvo in a massive fusillade of lawsuits filed against banks and financial institutions in the 1990s. ACORN, the most notorious of these groups, had its own ally in the Clinton administration: Hillary Clinton. (Around the same time, ACORN was also training an aspiring community activist named Barack Obama.) Hillary helped to raise money for ACORN and also for a closely allied group, the Industrial Areas Foundation. The IAF had been founded by Saul Alinsky and continued to operate as an aggressive leftist pressure group long after Alinsky’s death in 1972. Hillary lent her name to these groups’ projects and met several times with their organizers in the White House. ACORN’s efforts were also supported by progressive politicians like Nancy Pelosi, Barney Frank, Jon Corzine, Chuck Schumer, and Harry Reid. These politicians berated the banks to make loans easier to get. “I do not want the same kind of focus on safety and soundness,” Frank said at a September 25, 2003, hearing. “I want to roll the dice a little more.

The parallels to The Lone Ranger continued. The Green Hornet would ride in a sleek modern automobile, the ’30s equivalent of “the great horse Silver.” Like the Ranger, the Hornet would fight for the law but operate outside it and usually be mistaken by police for one of the criminals. And there would be a faithful sidekick: as the Lone Ranger had his Tonto (brave and stoic, man of a different race, with a simple name of two syllables, ending in o), Britt Reid’s Filipino valet, Kato, would be “the only living man to know him as the Green Hornet.” Kato was a master chemist who created the gas guns and smokescreens that became part of the Green Hornet’s arsenal. He was an expert in the secrets of Oriental combat, and he was blessed with keen intelligence. A college graduate, he could cook, care for a house, and drive with the skills of a racecar professional. The car too had a name: Black Beauty. It whirred distinctively as Reid and Kato went into action in the abandoned-looking building that was reached “through a secret panel in Britt Reid’s bedroom … along a narrow passage built within the wall itself … down narrow, creaking steps that led around a corner” to the structure “on a little-used dead-end side street.

At the end of 1996, the five most valuable companies in the world were General Electric, Royal Dutch Shell, the Coca-Cola Company, NTT (Nippon Telegraph and Telephone), and ExxonMobil—traditional industrial and consumer companies that relied on massive economies of scale and decades of branding to drive their value. Just twenty-one years later, in the fourth quarter of 2017, the list looked very different: Apple, Google, Microsoft, Amazon, and Facebook. That’s a remarkable shift. Indeed, while Apple and Microsoft were already prominent companies at the end of 1996, Amazon was still a privately held start-up, Larry Page and Sergey Brin were still a pair of graduate students at Stanford who were two years away from founding Google, and Mark Zuckerberg was still looking forward to his bar mitzvah. So what happened? The Networked Age happened, that’s what. Technology now connects all of us in ways that were unthinkable to our ancestors. Over two billion people now carry smartphones (many of them made by Apple, or using Google’s Android operating system) that keep them constantly connected to the global network of everything. At any time, those people can find almost any information in the world (Google), buy almost any product in the world (Amazon/ Alibaba), or communicate with almost any other human in the world (Facebook/ WhatsApp/ Instagram/ WeChat). In this highly connected world, more companies than ever are able to tap into network effects to generate outsize growth and profits.

Millennials have found that education does not equal economic mobility, and the works of white patriarchs long dead do little to further our own personal enlightenment beyond operating as an exercise in patience. We graduate high school with souls long dead; we fill in bubbles on standardized tests hoping that the etch of our Number 2 pencil will inscribe prosperity but we know deep down that that is the lot of the privileged few, and maybe if we were men, maybe if we were white, maybe if we were middle-class it could have been us one day but we know in this lifetime it will never be, so at the first opportunity we stop taking tests and look for the chance to find self-actualization or even latent meaning in anything at all.

Among the thirty-four member countries of the Organisation for Economic Co-Operation and Development, or OECD, the United States still ranks a respectable eighth in its college-enrollment rate. But in college completion—the percentage of entering college freshmen who go on to graduate—the United States ranks second to last, ahead of only Italy.

They served at nine hundred different shore stations across the United States not simply in clerical roles but as aviation machinists, control tower operators, statisticians, cryptographers, and weather forecasters. Predictably Congress was initially opposed to the idea of women serving in the navy, but thanks to the efforts of First Lady of the United States, Eleanor Roosevelt, a bill establishing a women’s reserve as a branch of the Naval Reserve was enacted in 1942. As indoctrination into navy life, Odette and other candidates took courses while stationed at Smith in naval history and organization, ships and aircraft, and law and communications. An hour and a half was spent each day either in military drill or in the gymnasium. Women who were not up to standards were quickly billeted out. Subsequent to graduation in February of 1943, Odette was sent to US Naval Training