Personnel Change Quotes

A child must have care and attention, but that care and attention need not emanate from a single, permanently present individual. Children are more disturbed by changes of place than by changes in personnel around them, and more distressed by friction and ill-feeling between the adults in their environment than by unfamiliarity.

In the United States the legacy of settler colonialism can be seen in the endless wars of aggression and occupations; the trillions spent on war machinery, military bases, and personnel instead of social services and quality public education; the gross profits of corporations, each of which has greater resources and funds than more than half the countries in the world yet pay minimal taxes and provide few jobs for US citizens; the repression of generation after generation of activists who seek to change the system; the incarceration of the poor, particularly descendants of enslaved Africans; the individualism, carefully inculcated, that on the one hand produces self-blame for personal failure and on the other exalts ruthless dog-eat-dog competition for possible success, even though it rarely results; and high rates of suicide, drug abuse, alcoholism, sexual violence against women and children, homelessness, dropping out of school, and gun violence.

Structuring jobs to fit personality is almost certain to lead to favoritism and conformity. And no organization can afford either. It needs equity and impersonal fairness in its personnel decisions. Or else it will either lose its good people or destroy their incentive. And it needs diversity. Or else it will lack the ability to change and the ability for dissent which (as Chapter 7 will discuss) the right decision demands.

First item in the crew roster is given name, so I'll input 'Skippy'. Second item is surname-" "The Magnificent." "Really?" "It is entirely appropriate, Joe." "Oh, uh huh, because that's what everyone calls you," I retorted sarcastically, rolling my eyes. Not wanting to argue with him, I typed in 'TheMagnificent'. "Next question is your rank, this file is designed for military personnel." "I'd like 'Grand Exalted Field Marshall El Supremo'." "Right, I'll type in 'Cub Scout'. Next question-" "Hey! You jerk-" "-is occupational specialty." "Oh, clearly that should be Lord God Controller of All Things." "I'll give you that one, that is spelled A, S, S, H, O, L, E. Next-" "Hey! You shithead, I should-" "Age?" I asked. "A couple million, at least. I think." "Mentally, you're a six year old, so that's what I typed in." "Joe, I just changed your rank in the personnel file to 'Big Poopyhead'." Skippy laughed. "Five year old. You're a five year old." "I guess that's fair," he admitted. "Sex? I'm going to select 'n/a' on that one for you," I said. "Joe, in your personnel file, I just updated Sex to 'Unlikely'." "This is not going well, Skippy." "You started it!" "That was mature. Four year old, then. Maybe Terrible Twos." "I give up," Skippy snorted. "Save the damned file and we'll call it even, Ok?" "No problem. We should do this more often, huh?" "Oh, shut up.

Clearly, the largest part of the failure of the president was that he did not change his Task Force. Even before I arrived in Washington as an advisor, there should have been broad personnel changes made in the Task Force. None were made; it remained intact until the end of the president’s term.

Empowering people to effect change • Communicate a sensible vision to employees: If employees have a shared sense of purpose, it will be easier to initiate actions to achieve that purpose. • Make structures compatible with the vision: Unaligned structures block needed action. • Provide the training employees need: Without the right skills and attitudes, people feel disempowered. • Align information and personnel systems to the vision: Unaligned systems also block needed action. • Confront supervisors who undercut needed change: Nothing disempowers people the way a bad boss can.

evacuation on September 11. It was aided greatly by changes made by the Port Authority in response to the 1993 bomb= ing and by the training of both Port Authority personnel and civilians after that time. Stairwells remained lit near

In the center of the movement, as the motor that swings it onto motion, sits the Leader. He is separated from the elite formation by an inner circle of the initiated who spread around him an aura of impenetrable mystery which corresponds to his “intangible preponderance.” His position within this intimate circle depends upon his ability to spin intrigues among its members and upon his skill in constantly changing its personnel. He owes his rise to leadership to an extreme ability to handle inner-party struggles for power rather than to demagogic or bureaucratic-organizational qualities. He is distinguished from earlier types of dictators in that he hardly wins through simple violence. Hitler needed neither the SA nor the SS to secure his position as leader of the Nazi movement; on the contrary, Röhm, the chief of the SA and able to count upon its loyalty to his own person, was one of Hitler’s inner-party enemies. Stalin won against Trotsky, who not only had a far greater mass appeal but, as chief of the Red Army, held in his hands the greatest power potential in Soviet Russia at the time. Not Stalin, but Trotsky, moreover, was the greatest organizational talent, the ablest bureaucrat of the Russian Revolution. On the other hand, both Hitler and Stalin were masters of detail and devoted themselves in the early stages of their careers almost entirely to questions of personnel, so that after a few years hardly any man of importance remained who did not owe his position to them.

(Grof did extensive research trying to correlate his patients’ recollections of their birth experience on LSD with contemporaneous reports from medical personnel and parents. He concluded that with the help of LSD many people can indeed recall the circumstances of their birth, especially when it was a difficult one.)

in a chapter on “repairing God’s house,” they’ll find no new ideas for projects, programs, studies, procedures for nominating bishops, committees, structures, offices, synods, councils, pastoral plans, changed teaching, new teaching, budget realignments, sweeping reforms, or reshuffled personnel. None of those things matter. Or rather, none of them is essential. The only thing essential, to borrow a thought from the great Leon Bloy, is to be a saint. And we do that, as a Church and as individuals, by actually living what we claim to believe, and believing the faith that generations of Christians have suffered and died to sustain.

There was no denying that the United States and its citizens had been strong in the early twentieth century—accustomed to death and hardship, led by competent politicians, and informed by an honest press. So much had changed in the last century. The American people were now inexplicably suspicious of modern medicine and susceptible to nonsensical conspiracy theories. They were selfish and self-absorbed, willing to prioritize their own trivial desires over the lives of their countrymen. Their medical system, designed less to heal people than to generate profits, would quickly collapse as it was flooded by desperate patients and abandoned by personnel fearful of being infected.

I think the reason lay partly in his idea of immortality, but I think too it belonged to his war against the Inland Revenue. He was a great believer in delaying tactics. “Never answer all their questions,” he would say. “Make them write again. And be ambiguous. You can always decide what you mean later according to circumstances. The bigger the file the bigger the work. Personnel frequently change. A newcomer has to start looking at the file from the beginning. Office space is limited. In the end it’s easier for them to give in.” Sometimes, if the inspector was pressing very hard, he told me that it was time to fling in a reference to a non-existing letter. He would write sharply, “You seem to have paid no attention to my letter of April 6, 1963.” A whole month might pass before the inspector admitted he could find no trace of it. Mr Pottifer would send in a carbon copy of the letter containing a reference which again the inspector would be unable to trace. If he was a newcomer to the district, of course he blamed his predecessor; otherwise, after a few years of Mr Pottifer, he was quite liable to have a nervous breakdown. I think when Mr Pottifer planned to carry on after death (of course there was no notice in the papers and the funeral was very quiet) he had these delaying tactics in mind. He didn’t think of the inconvenience to his clients, only of the inconvenience to the inspector.’ Aunt Augusta

almost forty square kilometers of woodland had been killed outright almost immediately. Within ten days, the dense stands of pine lining the main route between Pripyat and the station turned an unusual color, as their foliage changed gradually from deep green to coppery red. The soldiers and scientists who sped down this road had no need to peer from the observation ports of their armored personnel carriers to know they had entered the “Red Forest”; even shielded by armor plate and bulletproof glass, the needles of their radiometers began to swing wildly amid the extraordinary levels of contamination. The forest posed such a threat that it, too, would soon be mown down by combat engineers and buried in concrete-

It is no surprise that, on the whole, professors lean left. So do artists, poets, and people who love to watch foreign movies. One of the strongest personality correlates of left-wing politics is the trait of openness to experience, a trait that describes people who crave new ideas and experiences and who tend to be interested in changing traditional arrangements.40 On the other hand, members of the military, law enforcement personnel, and students who have well-organized dorm rooms tend to lean right. (Seriously. You can guess people’s political leanings at better-than-chance levels just from photographs of their desks.)41 Social conservatives tend to be lower on openness to experience and higher on conscientiousness—they prefer things to be orderly and predictable, they are more likely to show up on time for meetings, and they are more likely to see the value of traditional arrangements.

The Russian goal was to quickly harness the power of personal access that social media gives and craft metanarratives and distribute in such a way that the enemy population can be turned against their own government. Opinion polls, news coverage, and street talk can be shifted by changing the perception of the populace. Social media not only weaponizes opinion, it gives the attacker the ability to act as puppeteer for an entire foreign nation. Two Russian information warfare officers wrote a treatise describing the combat effects of weaponized news and social media: “The mass media today can stir up chaos and confusion in government and military management of any country and instill ideas of violence, treachery, and immorality, and demoralize the public. Put through this treatment, the armed forces personnel and public of any country will not be ready for active defense.”1 Additionally, the Russians make no distinction between using these activities in wartime and “peace.” The Russian Federation will deploy information warfare and propaganda persistently in a constant effort to keep adversaries off balance. When it comes to information warfare, such distinctions of peacetime and wartime fade away.

The Soviet Union was the only nation involved in the Second World War to put women in the sky as fighter and bomber pilots, and what women they were! Products of the Soviet aviation drive of the 1930s, these young fliers were championed by Marina Raskova, the Amelia Earhart of the USSR. The day bombers and the fighter pilots (among the latter, Lilia Litviak, seen in cameo at the Engels training camp, was killed in an aerial dogfight during the war, but became history’s first female ace) eventually integrated with male personnel . . . but the night bombers remained all-female throughout their term of service and were fiercely proud of this fact. The ladies of the Forty-Sixth Taman Guards Night Bomber Aviation Regiment went to war in the outdated Polikarpov U-2, an open-cockpit cloth-and-plywood biplane, achingly slow and highly flammable, built without radio, parachute, or brakes. (It was redesignated the Po-2 after 1943; I was unable to pinpoint an exact date for the change, and continued to use the term U-2 for clarity.) The women flew winter and summer, anywhere from five to eighteen runs per night, relying on stimulants that destroyed their ability to rest once off-duty. They flew continuously under these conditions for three years, surviving on catnaps and camaraderie, developing the conveyor belt land-and-refuel routine that gave them a far more efficient record than comparable night bomber regiments. The women’s relentless efficiency waged ruthless psychological warfare on the Germans below, who thought their silent glide-down sounded like witches on broomsticks, and awarded them the nickname “die Nachthexen.” Such dedication took a toll: the regiment lost approximately 27 percent of its flying personnel to crashes and enemy fire. The Night Witches were also awarded a disproportionately higher percentage of Hero of the Soviet Union medals—the USSR’s highest decoration.

Yossi Sarid, a leader of the left, wrote that I would soon discover that Israel is not America and that I would be a brief and passing phenomenon. Sarid made common cause with my opponents from Likud, explaining that I was “shallow,” a “sound-bite man,” “all show—no substance,” “soon to evaporate.”1 They relied on the overwhelming concentration of left-leaning journalists in Israel’s press, still largely unchanged today after thirty years, to drive this message home to the public. In Israel’s first decades, the country’s press was fairly balanced. Although the ruling Labor Party controlled the monopolistic state radio (it is said that Prime Minister Ben Gurion actually dictated news headlines), the three major dailies represented a broad spectrum of news and opinion from right to left. This began to change with the introduction of the single-channel state television in 1966. Television gradually overtook the newspapers as the main source of information and entertainment for the public. State TV was largely a closed shop dominated by the left. It was a main breeding ground for media personnel who would percolate into the two state-regulated commercial channels that were later launched. Legislation made it exceptionally difficult to introduce any additional broadcasters and effectively impossible to launch competing news channels. While it is common that the mainstream media is dominated by the left in most Western democracies, these countries also have alternative media, such as cable news and talk radio, that reach large segments of the population. Israel has none of that. Most Israelis get their news from just two left-leaning nightly news channels. This monopolistic stranglehold on information and opinion has only recently begun to loosen with the spread of social media that enables other voices to be heard. Though there have always been a sprinkling of right-leaning journalists, most of the newscasters, editors and program producers hail from the left. Especially since the historic election of 1977, when Likud elevated Begin to prime minister, the dominant media oligarchy has sought to maintain their power through legislative barriers to entry into television and radio. They see it as their mission to pull public opinion to the left.

Inside McClintic Sphere was swinging his ass off. His skin was hard, as if it were part of the skull: every vein and whisker on that head stood out sharp and clear under the green baby spot: you could see the twin lines running down from either side of his lower lip, etched in by the force of his embouchure, looking like extensions of his mustache. He blew a hand-carved ivory alto saxophone with a 4 ½ reed and the sound was like nothing any of them had heard before. The usual divisions prevailed: collegians did not dig, and left after an average of 1 ½ sets. Personnel from other groups, either with a night off or taking a long break from somewhere crosstown or uptown, listened hard, trying to dig. 'I am still thinking,’ they would say if you asked. People at the bar all looked as if they did dig in the sense of understand, approve of, empathize with: but this was probably only because people who prefer to stand at the bar have, universally, an inscrutable look… …The group on the stand had no piano: it was bass, drums, McClintic and a boy he had found in the Ozarks who blew a natural horn in F. The drummer was a group man who avoided pyrotechnics, which may have irritated the college crowd. The bass was small and evil-looking and his eyes were yellow with pinpoints in the center. He talked to his instrument. It was taller than he was and didn’t seem to be listening. Horn and alto together favored sixths and minor fourths and when this happened it was like a knife fight or tug of war: the sound was consonant but as if cross-purposes were in the air. The solos of McClintic Sphere were something else. There were people around, mostly those who wrote for Downbeat magazine or the liners of LP records, who seemed to feel he played disregarding chord changes completely. They talked a great deal about soul and the anti-intellectual and the rising rhythms of African nationalism. It was a new conception, they said, and some of them said: Bird Lives. Since the soul of Charlie Parker had dissolved away into a hostile March wind nearly a year before, a great deal of nonsense had been spoken and written about him. Much more was to come, some is still being written today. He was the greatest alto on the postwar scene and when he left it some curious negative will–a reluctance and refusal to believe in the final, cold fact–possessed the lunatic fringe to scrawl in every subway station, on sidewalks, in pissoirs, the denial: Bird Lives. So that among the people in the V-Note that night were, at a conservative estimate, a dreamy 10 per cent who had not got the word, and saw in McClintic Sphere a kind of reincarnation.

As she explained to her students, patients often awoke from very bad illnesses or cardiac arrests, talking about how they had been floating over their bodies. “Mm-hmmm,” Norma would reply, sometimes thinking, Yeah, yeah, I know, you were on the ceiling. Such stories were recounted so frequently that they hardly jolted medical personnel. Norma at the time had mostly chalked it up to some kind of drug reaction or brain malfunction, something like that. “No, really,” said a woman who’d recently come out of a coma. “I can prove it.” The woman had been in a car accident and been pronounced dead on arrival when she was brought into the emergency room. Medical students and interns had begun working on her and managed to get her heartbeat going, but then she had coded again. They’d kept on trying, jump-starting her heart again, this time stabilizing it. She’d remained in a coma for months, unresponsive. Then one day she awoke, talking about the brilliant light and how she remembered floating over her body. Norma thought she could have been dreaming about all kinds of things in those months when she was unconscious. But the woman told them she had obsessive-compulsive disorder and had a habit of memorizing numbers. While she was floating above her body, she had read the serial number on top of the respirator machine. And she remembered it. Norma looked at the machine. It was big and clunky, and this one stood about seven feet high. There was no way to see on top of the machine without a stepladder. “Okay, what’s the number?” Another nurse took out a piece of paper to jot it down. The woman rattled off twelve digits. A few days later, the nurses called maintenance to take the ventilator machine out of the room. The woman had recovered so well, she no longer needed it. When the worker arrived, the nurses asked if he wouldn’t mind climbing to the top to see if there was a serial number up there. He gave them a puzzled look and grabbed his ladder. When he made it up there, he told them that indeed there was a serial number. The nurses looked at each other. Could he read it to them? Norma watched him brush off a layer of dust to get a better look. He read the number. It was twelve digits long: the exact number that the woman had recited. The professor would later come to find out that her patient’s story was not unique. One of Norma’s colleagues at the University of Virginia Medical Center at the time, Dr. Raymond Moody, had published a book in 1975 called Life After Life, for which he had conducted the first large-scale study of people who had been declared clinically dead and been revived, interviewing 150 people from across the country. Some had been gone for as long as twenty minutes with no brain waves or pulse. In her lectures, Norma sometimes shared pieces of his research with her own students. Since Moody had begun looking into the near-death experiences, researchers from around the world had collected data on thousands and thousands of people who had gone through them—children, the blind, and people of all belief systems and cultures—publishing the findings in medical and research journals and books. Still, no one has been able to definitively account for the common experience all of Moody’s interviewees described. The inevitable question always followed: Is there life after death? Everyone had to answer that question based on his or her own beliefs, the professor said. For some of her students, that absence of scientific evidence of an afterlife did little to change their feelings about their faith. For others,

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

since the 2nd edition of Starting Strength was written. The Aasgaard Company has changed personnel, I have met lots

The danger facing the agency today is irrelevance to national security. In 2003, when the American military in Iraq found that its greatest threat was not from tanks and missiles but from roadside bombs, and the Pentagon did not, as it once did, turn to DARPA, an agency stacked with top-notch technical personnel and decades of experience in bomb detection. Instead, it created an entirely new organization that was largely bereft of the type of science and technology expertise long resident in DARPA.What followed is hardly surprising: billions of dollars were spent, and yet casualties from bombs continued to increase. Today, the agency's past investments populate the battlefield: The Predator, the descendant of Amber, has enabled the United States to conduct push-button warfare from afar, killing enemies from the comfort of air-conditioned trailers in the United States.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

if there really is no way you can win, you never say it out loud. You assess why, change strategy, adjust tactics, and keep fighting and pushing till either you’ve gotten a better outcome or you’ve died. Either way, you never quit when your country needs you to succeed. As Team 5 was shutting down the workup and loading up its gear, our task unit’s leadership flew to Ramadi to do what we call a predeployment site survey. Lieutenant Commander Thomas went, and so did both of our platoon officers in charge. It was quite an adventure. They were shot at every day. They were hit by IEDs. When they came home, Lieutenant Commander Thomas got us together in the briefing room and laid out the details. The general reaction from the team was, “Get ready, kids. This is gonna be one hell of a ride.” I remember sitting around the team room talking about it. Morgan had a big smile on his face. Elliott Miller, too, all 240 pounds of him, looked happy. Even Mr. Fantastic seemed at peace and relaxed, in that sober, senior chief way. We turned over in our minds the hard realities of the city. Only a couple weeks from now we would be calling Ramadi home. For six or seven months we’d be living in a hornet’s nest, picking up where Team 3 had left off. It was time for us to roll. In late September, Al Qaeda’s barbaric way of dealing with the local population was stirring some of Iraq’s Sunni tribal leaders to come over to our side. (Stuff like punishing cigarette smokers by cutting off their fingers—can you blame locals for wanting those crazies gone?) Standing up for their own people posed a serious risk, but it was easier to justify when you had five thousand American military personnel backing you up. That’ll boost your courage, for sure. We were putting that vise grip on that city, infiltrating it, and setting up shop, block by block, house by house, inch by inch. On September 29, a Team 3 platoon set out on foot from a combat outpost named Eagle’s Nest on the final operation of their six-month deployment. Located in the dangerous Ma’laab district, it wasn’t much more than a perimeter of concrete walls and concertina wire bundling up a block of residential homes. COP Eagle’s

Remember this Preventative controls attempt to prevent security incidents. Hardening systems modifies the basic configuration to increase security. Security guards can prevent unauthorized personnel from entering a secure area. Change management processes help prevent outages from configuration changes. An account disablement policy ensures that accounts are disabled when a user leaves the organization.

I'm not convinced," Dodds said. It was Thursday morning, just six hours after Bosch and Chu had ended their surveillance of Chang, with the suspect going to an apartment in Monterey Park and apparently retiring for the night. "Well, Cap, you shouldn't be convinced yet," Bosch said. "That's why we want to continue the surveillance and get the wire." "What I mean is, I'm not convinced it's the way to go," Dodds said, "Surveillance is fine. But a wire is a lot of work and effort for long-shot results." Bosch understood. Dodds had an excellent repu tation as a detective, but he was now an administrator and about as far removed from the detective work in his division as a Houston oil executive is from the gas pump, He now worked with personnel numbers and budgets, He had to find ways of doing more with less and never allowing a dip in the statistics of arrests made and cases closed. That made him a realist and the reality was that electronic surveillance was very expensive. Not only did it take double-digit man hours to carefully draft a fifty plus-page affidavit secking court permission, but once permission was granted, a wiretap room had to be staffed twenty-four hours a day with a detective monitoring the line. Often a single-number tap led to other numbers needing to be tapped and under the law each line had to have its own monitor. Such an operation quickly sucked up overtime like a giant sponge. With the RHD's OT budget seriously down because of economic constraints on the department, Dodds was reluctant to give any of it up for what amounted to an investigation of the mur der of a South Side liquor store clerk. He would rather save it for a rainy day-a big-time media case that might come up and that would demand it.

feedback on quality, and bug fixing. These accelerate beneficial changes entering production, limit issues deployed, and enable rapid identification and remediation of issues introduced through deployment activities or discovered in your environments. Adopt approaches that provide fast feedback on quality and enable rapid recovery from changes that do not have desired outcomes. Using these practices mitigates the impact of issues introduced through the deployment of changes. Plan for unsuccessful changes so that you are able to respond faster if necessary and test and validate the changes you make. Be aware of planned activities in your environments so that you can manage the risk of changes impacting planned activities. Emphasize frequent, small, reversible changes to limit the scope of change. This results in easier troubleshooting and faster remediation with the option to roll back a change. It also means you are able to get the benefit of valuable changes more frequently. Evaluate the operational readiness of your workload, processes, procedures, and personnel

But then, today, one sees these zombie-like Christian fundamentalists at abortion clinics, wrapping themselves in the Bible, accusing the women who have abortions and the medical personnel who perform them of being “baby-killers”—distorting what actually happens with an abortion, obscuring the reality that more than 90% of abortions take place during the first three months of pregnancy when the fetus is very small and not highly developed, and is far from being capable of life on its own. These Christian fundamentalist fanatics try to portray things as if fully developed and independent little children are being killed when fetuses are aborted. But, along with the gross ignorance that they are expressing and promoting, there is the profound hypocrisy and irony that the very Bible which they are wielding as a weapon against women with unwanted pregnancies—that very same Bible calls over and over again for slaughtering actual babies and infants.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

Naval Warfare: For surface vessels and even submarines there was much continuity between the First and Second World Wars. The battleships, cruisers, destroyers, and submarines of the 1939-45 period were generally bigger, faster, and better armed than their 1914-18 predecessors but not fundamentally different. Indeed, they had not changed much since the Russo-Japanese War of 1905. Yet naval warfare was nevertheless transformed by the introduction of aviation. Fleets that were once built around battleships came to be built around aircraft carriers instead. Aircraft proved superior not just to conventional surface ships but also, in the Battle of the Atlantic, to submarines as well. German U-boats preying on Allied shipping were foiled through a variety of means including convoying of merchants ships and the use of radar and sonar. But the weapon that proved most effective was an aircraft dropping depth charges. The dispatch of long-range B-24s equipped with the latest radar to patrol the North Atlantic in 1943 helped to turn the tide against the U-boats. The proliferation of small escort carriers also allowed air cover for convoys even in the middle of the ocean. Submarines proved more effective in teh Pacific, where the vast distances precluded effective patrolling by aircraft and where the Japanese did not devleop the types of advanced antisubmarine techniques employed by the Allies in the Atlantic. U.S. submarines took a heavy toll on Japanese merchantmen and warships alike once they managed to fix the problems that bedeviled their Mark 14 torpedo early in the war. "A force comprising less than 2 percent of U.S. Navy personnel," naval historian Ronald Spector would write of U.S. submariners, "had accounted for 55 percent of Japan's losses at sea." The torpedo, whether launched by submarines, surface ships, or airplanes, proved the biggest ship-killer of the war.

However, it is not sufficient to simply choose a team boundary a single time and expect no further changes; instead, organizations must anticipate the need for evolution of team patterns to meet business, organizational, market, technological, and personnel needs.

The Incredible String Band were the most multi-faceted group in British popular music, and this book attempts to mirror this. Yes, there is stuff about dates and albums and personnel changes, but you’ll also find articles about their experiments with dance, film, theatre and lifestyles. Their music was always intertwined with the places they lived in, from Sixties Edinburgh to West Wales to the Scottish Borders, and these are all featured here. Their songs ranged from early folk-club whimsy to the material on, say, 5000 Spirits or Wee Tam And The Big Huge which, as Rowan Williams says, demanded an intimidating literacy to pick up all the allusions. The range of their musical palette was striking, too.

There had been a ship. There had been a captain who agreed to take her to the Americas if she would stay in his cabin and warm his bed on the journey. He’d been a bit lonely, and she’d been so desperately lonely that she’d agreed. He was kind enough and, she learned later that afternoon, a lynx shifter who loathed water but had needed a career with ever-changing personnel so that no one would discover the fact that he never seemed to age either.

Can there be any positives for an addicted child? It’s hard to believe that there could be. But there’s a lot to be learned from a drug addict or alcoholic. The experience of being a drug addict or alcoholic can definitely serve humankind. As it turns out, some of the only people qualified to call themselves authorities on the subject of substance abuse are former substance abusers themselves. Only the former addict can tell you how the mind of a drug addict works. That’s because he or she has been there. And we haven’t. Nor have many of the so-called expert psychologists and counselors. As in any trade, it’s best to have some degree of education. Former addicts got their education from the substances they abused. As the escalation of drug-use hits an all time high worldwide, there will be an increasing need for these former addicts who’ve actually been “in the field” and can counsel the steady flow of younger addicts. Counselors who have been addicts are usually better able to detect the manipulations or scams devised so cleverly by practicing addicts. As these counselors will testify, they probably know every move an addict is making or is planning to make. Didn’t they do the same? So perhaps there is a positive to your child being an addict. Perhaps your child is being trained to counsel others. Maybe the streets and the alleys are his or her classroom. On staff at practically every rehab in every city across this country, there will be at least several people who’ve gained an education living the life of a junkie or a drunk. These are invaluable personnel, people who’ve walked into the darkness and have walked out again. Could be this is where your addicted child is headed? How about you? Can you help others? There are many child-psychology experts out there making valuable contributions to our culture. But unless they’ve taken the same roller-coaster ride that the parent of an addict has taken, they can’t speak from experience on this topic. Experience doesn’t always count for everything. But once the parent of an addict has passed a certain stage, the “letting-go stage,” he or she can relate to other parents in trouble and offer help. After all, who knows better the pain and sorrow of seeing a child in such distress than the parent? It’s not that I don’t have the greatest respect for professionals or feel that there isn’t a huge need for them: It’s just that there’s a big difference in “living it” and “learning it.” Not long ago, I attended a three-hour seminar given by a noted child psychologist. His subject was how to deal with teenagers so that they wouldn’t fall into the clutches of drugs and alcohol. I was curious about his methods—which consist mainly of “talking” to young addicts and “talking’ to them some more. Then he mentioned that his own children were two and three years old. Listening to him, I wondered just how much his methods in dealing with young people would change over the years, especially after his children reached puberty. It will be interesting to hear what he has to say in a decade or two.

(The term “sheep-dipped” appears in The New York Times version of the Pentagon Papers without clarification. It is an intricate Army-devised process by which a man who is in the service as a full career soldier or officer agrees to go through all the legal and official motions of resigning from the service. Then, rather than actually being released, his records are pulled from the Army personnel files and transferred to a special Army intelligence file. Substitute but nonetheless real-appearing records are then processed, and the man “leaves” the service. He is encouraged to write to friends and give a cover reason why he got out. He goes to his bank and charge card services and changes his status to civilian, and does the hundreds of other official and personal things that any man would do if he really had gotten out of the service. Meanwhile, his real Army records are kept in secrecy, but not forgotten. If his contemporaries get promoted, he gets promoted. All of the things that can be done for his hidden records to keep him even with his peers are done. Some very real problems arise in the event he gets killed or captured as a prisoner. There are problems with insurance and with benefits his wife would receive had he remained in the service. At this point, sheep-dipping gets really complicated, and each case is handled quite separately.)

But a change of personnel — the capable Austrian Colonel-General Lothar Rendulic in place of Reinhardt, and General Friedrich-Wilhelm Müller for Hoßbach — could do nothing to alter the disastrous German collapse in the face of hopeless odds, in East Prussia as on the rest of the eastern front. This proved equally true in Hitler's replacement on 17 January of Colonel-General Josef Harpe, made the scapegoat for the collapse of the Vistula front, by his favourite, Colonel-General Ferdinand Schörner, and his ill-judged appointment on 25 January of Reichsführer-SS Heinrich Himmler, in the teeth of Guderian's strident objections, to take command of the newly formed and hastily constituted Army Group Vistula which aimed to stave off the Soviet advance into Pomerania. The hope that 'triumph of the will' and the toughness of one of his most trusted 'hard' men would prevail rapidly proved ill-founded. Himmler, backed by courageous but militarily inexperienced Waffen-SS officers, soon found that combating the might of the Red Army was a far stiffer task than rounding up and persecuting helpless political opponents and 'racial inferiors'. By mid-February, Hitler was forced to concede that Army Group Vistula was inadequately led.

Bill Gates, like other legendary figures in the information technology industry (such as Paul Allen, Steve Ballmer, Steve Jobs, Larry Page, Sergey Brin, and Jeff Bezos), had immense talent and ambition. But he ultimately responded to incentives. The schooling system in the United States enabled Gates and others like him to acquire a unique set of skills to complement their talents. The economic institutions in the United States enabled these men to start companies with ease, without facing insurmountable barriers. Those institutions also made the financing of their projects feasible. The U.S. labor markets enabled them to hire qualified personnel, and the relatively competitive market environment enabled them to expand their companies and market their products. These entrepreneurs were confident from the beginning that their dream projects could be implemented: they trusted the institutions and the rule of law that these generated and they did not worry about the security of their property rights. Finally, the political institutions ensured stability and continuity. For one thing, they made sure that there was no risk of a dictator taking power and changing the rules of the game, expropriating their wealth, imprisoning them, or threatening their lives and livelihoods. They also made sure that no particular interest in society could warp the government in an economically disastrous direction, because political power was both limited and distributed sufficiently broadly that a set of economic institutions that created the incentives for prosperity could emerge. This

Problem #4: Difficult Co-workers A personnel counselor will often send someone to our hospital program because of stress at work. When these situations are unraveled, the “stress at work” often turns out to be somebody at the office who is driving the stressed-out person crazy. This person in the office or workplace has a strong influence over the emotional life of the person in pain, and he or she does not know how to deal with it. In this case you need to remember the Law of Power: You only have the power to change yourself. You can’t change another person. You must see yourself as the problem, not the other person. To see another person as the problem to be fixed is to give that person power over you and your well-being. Because you cannot change another person, you are out of control. The real problem lies in how you are relating to the problem person. You are the one in pain, and only you have the power to fix it. Many people have found immense relief in the thought that they have no control over another person and that they must focus on changing their reactions to that person. They must refuse to allow that person to affect them. This idea is life changing, the beginning of true self-control. Problem

The situational diagnosis conversation. In this conversation, you seek to understand how your new boss sees the STARS portfolio you have inherited. Are there elements of start-up, turnaround, accelerated growth, realignment, and sustaining success? How did the organization reach this point? What factors—both soft and hard—make this situation a challenge? What resources within the organization can you draw on? Your view may differ from your boss’s, but it is essential to grasp how she sees the situation. The expectations conversation. Your goal in this conversation is to understand and negotiate expectations. What does your new boss need you to do in the short term and in the medium term? What will constitute success? Critically, how will your performance be measured? When? You might conclude that your boss’s expectations are unrealistic and that you need to work to reset them. Also, as part of your broader campaign to secure early wins, discussed in the next chapter, keep in mind that it’s better to underpromise and overdeliver. The resource conversation. This conversation is essentially a negotiation for critical resources. What do you need to be successful? What do you need your boss to do? The resources need not be limited to funding or personnel. In a realignment, for example, you may need help from your boss to persuade the organization to confront the need for change. Key here is to focus your boss on the benefits and costs of what you can accomplish with different amounts of resources. The style conversation. This conversation is about how you and your new boss can best interact on an ongoing basis. What forms of communication does he prefer, and for what? Face-to-face? Voice, electronic? How often? What kinds of decisions does he want to be consulted on, and when can you make the call on your own? How do your styles differ, and what are the implications for the ways you should interact? The personal development conversation. Once you’re a few months into your new role, you can begin to discuss how you’re doing and what your developmental priorities should be. Where are you doing well? In what areas do you need to improve or do things differently? Are there projects or special assignments you could undertake (without sacrificing focus)? In practice, your

In what is perhaps its most significant meaning, “to institutionalize” is to infuse with value beyond the technical requirements of the task at hand. The prizing of social machinery beyond its technical role is largely a reflection of the unique way in which it fulfills personal or group needs. Whenever individuals become attached to an organization or a way of doing things as persons rather than as technicians, the result is a prizing of the device for its own sake. From the standpoint of the committed person, the organization is changed from an expendable tool into a valued source of personal satisfaction. Some manifestations of this process are quite obvious; others are less easily recognized. It is a commonplace that administrative changes are difficult when individuals have become habituated to and identified with long-established procedures. For example, the shifting of personnel is inhibited when business relations become personal ones and there is resistance to any change that threatens rewarding ties.

Many people feel confused and depressed in their early twenties. Life seemed so much more fun in college. Well, of course it was. Don't be fooled by the surface similarities. You've gone from guest to servant. It's possible to have fun in this new world. Among other things, you now get to go behind the doors that say "authorized personnel only." But the change is a shock at first, and all the worse if you are not consciously aware of it.

Civil-military relations in modern America are characterized more by paradox than by consistency: ordinary Americans support the military more than ever but know less about it than ever. In Washington, senior government policymakers simultaneously overestimate the military’s capabilities and mistrust the military leadership. The US military is widely viewed as the strongest military in the history of the world, but military leaders view conventional military tools as less and less useful for dealing with the complex security threats we face today. Meanwhile, although the military itself is more professional than ever, its internal structures—from recruiting, training, and education to personnel policies—lag badly behind those in most civilian workplaces, making it difficult for the military to change from within. These paradoxes both reflect and contribute to an underlying conundrum. In today’s world, where security challenges increasingly stem from nonstate actors, the cyber domain, the diffuse effects of climate change, and similar nontraditional sources, it is growing ever more difficult to clearly define the US military’s role and mission. We no longer have a coherent basis for distinguishing between war and “not war,” or between military force and other forms of coercion and manipulation. In such a context, we no longer know what kind of military we need, or how to draw sensible lines between civilian and military tasks and roles.

I don’t mean to nitpick, but there are a few questions that come to mind about this scientific explanation of the law of attraction. How, exactly, does sending out thought frequencies make something materialize in our lives? Let’s say I have my heart set on a new wide-screen TV that is sitting in the showroom of my local electronics dealer. I ask the universe for the TV, believe that I will get it, and receive positive thoughts and feelings about it. My positive thought frequencies zoom out of my head and into the showroom, and because they are magnetic, the TV moves closer to me. But wait a minute—does it actually inch closer each day? Won’t the store personnel be a little suspicious when they arrive in the morning and find that the TV has moved to the loading dock? And how exactly does the TV get into my living room? Does it swoop in through the chimney like Santa delivering presents on Christmas Eve? Aren’t there a few unresolved questions here?

Taking into consideration the paraphernalia of coercion—laws, propaganda, and the police—the State might be called an institution; but at bottom it is a gang of people. The character of the State is more evident when the gang is an alien group, a conquering horde or imperialistic power, or where a distinct social class, a nobility, rides herd; then again, as under communism, where a self-anointed and self-appointed group devote themselves to the use of power. Obscurantism sets in and disguises the character of the State when the personnel of rulership is subject to periodic change, and particularly when the oligarchy convinces both itself and Society that it serves a noble purpose. It is in the phrase “social service” that the true character of the State is lost.

No, especially if you’re in command. You never stop working and you’re on-call twenty-four hours a day. Just running the ship properly can fill up all your time. You’re responsible for its safe navigation, its readiness for combat, its propulsion, hotel systems, damage control, crew morale, personnel, training, diplomacy ashore, and a hundred other things. Just changes to the goddamned software are enough to drive you crazy. I delegate that to the kids, who live and breathe it. We go through continual training evolutions and drills, absorb new systems, implement new directives. There’s so much paperwork and so many things to study that you just don’t have the time to read at leisure, certainly not if you’re the captain.

The cost in time, personnel, and money for trying to identify the Golden State Killer prior to the use of IGG was significant,” Steve says. “Forty-three years, 15 agencies involved and 650 detectives/ agents; 200,000 man hours; $10 million spent; 300 people swabbed tor DNA; 5,000 people put under surveillance; 0 suspects.” By contrast, here are the numbers for our IGG investigation: 63 days; 6 people involved; $217 spent; 1 suspect.

If I spend two weeks changing this linked-list into a higher-performance structure, I’m going to use five gibibytes more production RAM but save two thousand CPUs. Should I do it?” Not only does this question depend upon the relative cost of RAM and CPUs, but also on personnel costs (two weeks of support for a software engineer) and opportunity costs (what else could that engineer produce in two weeks?).

World War, known at the time as “The Great War”, was a four-year conflict that spanned the globe––involving thirty-two countries in total. It was an unforeseen war that resulted from a series of calamities that broke the delicate arrangement of European powers, and ended with the loss of over eleven million military personnel and seven million civilians. What had started as a diplomatic feud brought on by the assassination of a monarch erupted into a conflict that engulfed the world and changed the map of Europe - forever. The war brought about revolution; it ended empires, dissolved monarchies and led to the development of war machines that play a crucial role in the modern conflicts of today. It was thought at the time that the war wouldn’t last more than a few months, and that victory would be won easily and without much cost. However as the months turned into years and the war spread like hell-fire, it scorched Europe and surrounding continents. Entire cities were leveled, genocides were committed and exploited for strategic advantage, and all sides were hit with immense losses. The war quickly became one of attrition, with mass slaughter the strategy and marginal gains the result. It was a new war being fought with old tactics, an industrialized grinding machine that ended the lives of so many.

Fear changed everyone and everything, and yet, as always, life went on. Hour by hour, day by day, while politicians and military personnel were looking for bombs and terrorists, and while the Justice Department was tearing down Enron's papery walls, families went on with their ordinary lives.

Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention, so they can review the business in a more holistic, long-term manner. Topics for reflection and discussion at a productive Quarterly Off-Site Review might include the following: Comprehensive Strategy Review: Executives should reassess their strategic direction, not every day as so many do, but three or four times a year. Industries change and new competitive threats emerge that call for different approaches. Reviewing strategies annually or semiannually is usually not often enough to stay current. Team Review: Executives should regularly assess themselves and their behaviors as a team, identifying trends or tendencies that may not be serving the organization. This often requires a change of scenery so that executives can interact with one another on a more personal level and remind themselves of their collective commitments to the team. Personnel Review: Three or four times a year, executives should talk, across departments, about the key employees within the organization. Every member of an executive team should know whom their peers view as their stars, as well as their poor performers. This allows executives to provide perspectives that might actually alter those perceptions based on different experiences and points of view. More important, it allows them to jointly manage and retain top performers, and work with poor performers similarly. Competitive and Industry Review: Information about competitors and industry trends bleeds into an organization little by little over time. It is useful for executives to step back and look at what is happening around them in a more comprehensive way so they can spot trends that individual nuggets of information might not make clear. Even the best executives can lose sight of the forest for the trees when inundated with daily responsibilities.

Hendrick Kganyago Characteristics of the successful entrepreneur Find out if you have the necessary skills to start your business and achieve success in the business world. An entrepreneur is a person who, with information, knowledge, contacts and high levels of innovation and creativity, brings together money, equipment, raw materials and personnel in order to start a business and achieve success. Hendrick Kganyago However, to be a successful entrepreneur you must try to develop certain skills that influence the success of any company 1. Ability to detect opportunities 2. Ability to innovate or create 3. Ability to fight against the inconveniences of the environment 4. Hendrick Kganyago Ability to adapt to changes

But my perspective has changed. In some ways, the medical field has distorted the way we conceptualize disease. Many people now consider it a phenomenon that individuals cannot control—one that medical personnel exclusively are able to remedy or not.

P3 - ten minutes of that movie, or indeed of any movie whose message is similarly dystopian about a post-aging world (Blade Runner), you will see that they set it up by insinuating, with exactly no justification and also no attempt at discussion (which is how they get away with not justifying it), that the defeat of aging will self-evidently bring about some new problem that we will be unable to solve without doing more harm than good. The most common such problem, of course, is overpopulation - and I refer you to literally about 1000 interviews and hundreds of talks I have given on stage and camera over the past 20 years, of which several dozen are online, for why such a concern is misplaced. The reason there are 1000, of course, is that most people WANT to believe that aging is a blessing in disguise - they find it expedient to put aging out of their minds and get on with their miserably short lives, however irrational must be the rationalizations by which they achieve that. Aubrey has been asked on numerous occasions whether humans should use future tech to extend their lifespans. Aubrey opines, "I believe that humans should (and will) use (and, as a prerequisite, develop) future technologies to extend their healthspan, i.e. their healthy lifespan. But before fearing that I have lost my mind, let me stress that that is no more nor less than I have always believed. The reason people call me an “immortalist” and such like is only that I recognize, and am not scared to say, two other things: one, that extended lifespan is a totally certain side-effect of extended healthspan, and two, that the desire (and the legitimacy of the desire) to further extend healthspan will not suddenly cease once we achieve such-and-such a number of years." On what people can do to advance longevity research, my answer to this question has radically changed in the past year. For the previous 20 years, my answer would have been “make a lot of money and give it to the best research”, as it was indisputable that the most important research could go at least 2 or 3x times faster if not funding-limited. But in the past year, with the influx of at least a few $B, much of it non-profit (and much of it coming from tech types who did exactly the above), the calculus has changed: the rate-limiter now is personnel. It’s more or less the case now that money is no longer the main rate-limiter, talent is: we desperately need more young scientists to see longevity as the best career choice. As for how much current cryopreservation technology will advance in the next 10-20 years, and whether it enough for future reanimation? No question about the timeframe for a given amount of progress in any pioneering tech can be answered other than probabilistically. Or, to put it more simply, I don’t know - but I think there's a very good chance that within five years we will have cryo technology that inflicts only very little damage on biological tissue, such that yes, other advances in rejuvenation medicine that will repair the damage that caused the cryonaut to be pronounced dead in the first place will not be overwhelmed by cryopreservation damage, hence reanimation will indeed be possible. As of now, the people who have been cryopreserved(frozen) the best (i.e. w/ vitrification, starting very shortly immediately after cardiac arrest) may, just possibly, be capable of revival by rewarming and repair of damage - but only just possibly. Thus, the priority needs to be to improve the quality of cryopreservation - in terms of the reliability of getting people the best preservation that is technologically possible, which means all manner of things like getting hospitals more comfortable with cryonics practice and getting people to wear alarms that will alert people if they undergo cardiac arrest when alone, but even more importantly in terms of the tech itself, to reduce (greatly) the damage that is done to cells and tissues by the cryopreservation process.

Why are you doing it to me?—she cried soundlessly to the darkness around her. Because you’re good—some enormous laughter seemed to be answering from the roof tops and from the sewers. Then I won’t want to be good any longer—But you will—I don’t have to—You will—I can’t bear it—You will. She shuddered and walked faster—but ahead of her, in the foggy distance, she saw the calendar above the roofs of the city—it was long past midnight and the calendar said: August 6, but it seemed to her suddenly that she saw September 2 written above the city in letters of blood—and she thought: If she worked, if she struggled, if she rose, she would take a harder beating with each step of her climb, until, at the end, whatever she reached, be it a copper company or an unmortgaged cottage, she would see it seized by Jim on some September 2 and she would see it vanish to pay for the parties where Jim made his deals with his friends. Then I won’t!—she screamed and whirled around and went running back along the street—but it seemed to her that in the black sky, grinning at her from the steam of the laundry, there weaved an enormous figure that would hold no shape, but its grin remained the same on its changing faces, and its face was Jim’s and her childhood preacher’s and the woman social worker’s from the personnel department of the five-and-ten—and the grin seemed to say to her: People like you will always stay honest, people like you will always struggle to rise, people like you will always work, so we’re safe and you have no choice. She

Vice Admiral William S. Pye relieved Admiral Kimmel on 17 December 1941 as temporary Commander of the Fleet. He was number two in the fleet echelon of command and assumed the job as additional duty until a regular relief arrived. Admiral Pye was hard put to decide whether to take action in relieving Wake Island. He had two task forces near enough to the island to subject the Japanese forces to an aircraft carrier raid. But to do so required him to risk the loss of a carrier, which at that stage he could ill afford. Hindsight proves that action even against the land-based planes of the Japanese from the Marshall Islands only about 500 miles away would have been successful. But Wake is nearer to Japan than Hawaii, and holding it would have been impossible without changing the whole complexion of the war which lay ahead. The relief of Wake would have prevented the capture of military and some 650 civilian personnel which the Japanese took into custody. There were a number of other considerations involved, including the state of the weather, the shortage of fleet oilers, and the lack of loading and unloading facilities at Wake. As it appears now, Admiral Pye acted wisely, about 22 December 1941, in sacrificing the manpower on Wake without risking the loss or crippling of one or more aircraft carriers. 7.

been designed to research the spread of the Spanish flu. Comparing that disease with YARS was a fascinating exercise, as was comparing the world it devastated to the one that existed today. The very name “Spanish flu” was just another lie foisted on the world by America. The truth was that the disease had first taken hold in Kansas City military outposts. It killed more U.S. troops during World War I than combat, spreading easily in the cramped conditions that prevailed on ships, battlegrounds, and bases. The initial reaction of the medical community had been slowed by its focus on the war, but when the scope of the threat was recognized, the country had pulled together. Surgical masks were worn in public to slow the spread of the disease. Stores were prohibited from having sales to prevent the congregation of people in confined spaces. Some cities demanded that passengers’ health be certified before they boarded trains. There was no denying that the United States and its citizens had been strong in the early twentieth century—accustomed to death and hardship, led by competent politicians, and informed by an honest press. So much had changed in the last century. The American people were now inexplicably suspicious of modern medicine and susceptible to nonsensical conspiracy theories. They were selfish and self-absorbed, willing to prioritize their own trivial desires over the lives of their countrymen. Their medical system, designed less to heal people than to generate profits, would quickly collapse as it was flooded by desperate patients and abandoned by personnel fearful of being infected. And during all this, America’s politicians and media would use the burgeoning epidemic to augment their own power and wealth. That is, until the magnitude of the crisis became clear. Then they would flee. The sound of a truck engine pulled him from his contemplation and he turned. His people, disinfected and wearing clean clothing, climbed into the vehicle and set off into the darkness. Halabi bowed respectfully in their direction, acknowledging their sacrifice and the enormity of the journey ahead of them. After the long drive to Mogadishu, they would board a private jet that would take them to Mexico. From there they would be smuggled across the northern border.

pressures and intense learning curve It takes time to get up to speed on the content of your new position, and yet business and markets cannot slow down and wait for you to catch up. Decisions still need to be taken and, consequently, the pressure can build up and will need to be managed in order to stay operating effectively. Being overwhelmed with immediate fire-fighting and task-driven priorities It would be tempting to get busy and dive into the immediate business tasks and issues. But you need to have the strength of character to step back and take time out to look at the big picture: what tasks should you continue, what should you stop, and what should you start? Need to invest energy in building new networks and forging new stakeholder relationships There is no point in having the right vision and strategy in isolation of bringing people with you. The culture may be dense and slow-moving – people may be resistant to the changes you bring. Invest early in the influencer and stakeholder network. Dealing with legacy issues from the predecessor Depending on the quality of your predecessor, your unit may or may not have a good reputation, and your team may have developed poor habits, behaviours and disciplines that will take time to address. Or you may have to endure the scenario of filling the shoes of a much-loved predecessor, and being initially resented as the new guy whose mandate is to change how things have always been done before. Challenges on inheriting or building a team and having to make tough personnel decisions Don’t expect underperformers to have been weeded out prior to your arrival. A key task in your first 100 days will be to assess the quality of your team: who stays, who goes and what fresh talent is needed on board. Unfortunately, your best talent is possibly now de-motivated and resentful – and consequently underperforming – because they applied unsuccessfully for your job. For external appointments, a lack of experience of the new company culture may lead to inadvertent gaffes and early political blunders – all of which can take time to recover From the innocuous to the significant, everything you do is being judged as indicative of your character. Checking your smart device during a meeting may deeply offend your new role stakeholders who may judge that action as an indication that you are brash, uninterested and arrogant. You will need to be on ‘hyper alert’ to consciously pick up clues on the acceptable norms and behaviours in your new culture. Getting the balance right between moving too fast and moving too slowly Newly appointed people sometimes panic and this can result in either doing too much (scattergun approach, but not tackling the core issues) or doing too little (‘I’ll just listen and learn for the first three months, and then decide what to do’). Neither extreme cuts it. Find the right balance.

One of the biggest challenges implementing agile is the reward system. For example, individual salary scales and rewards can be decoupled from the function and substituted by group valuation rewards linked to the capacity of both the employee and/or the team. Or, it is possible to make a distinction between the fixed salary and flexible performance bonus, detached from the annual budget and not considered a personnel expense. The reward system is always the last to change, but it is crucial to include this subject in the initial conversations with the different stakeholders around agile projects.

As a counselor at Georgetown Elementary School explained, low-income and minority students, especially black boys, were less likely to be screened or referred to gifted placement than higher-income white students because their behavior was seen as “disruptive” and used as an indicator of low potential. In contrast, at Ivory Elementary School, minority students (Latinos and African Americans combined) were overrepresented in the gifted program because school staff had made a deliberate effort to change the way they viewed and assessed “disruptive” behavior: behaviors described as “overly social” and “showing signs of boredom” and “curiosity” were reframed as indications that a child might need more challenging curricular materials. According to school personnel, many of these students began to thrive academically and their classroom behavior improved after placement in the gifted program.

Some people have even had a chip implanted in their arm to provide personal and medical information to doctors and emergency personnel when needed.36 Human microchip implantation took a leap forward in July 2007 when the American Medical Association (AMA) announced

The age-old youthful impulse to reimagine the world was now often molded and guided by one of the reigning ideas of the age: that if you really want to change the world, you must rely on the techniques, resources, and personnel of capitalism

Le futur n’arrive jamais, Maëlle, seul le présent est réel. Tu veux être heureuse et réaliser tes rêves, alors n’attends pas “plus tard”, change ton état d’esprit maintenant. Sois ouverte aux opportunités et aux rencontres. La vie est l’addition de moments présents. Chaque seconde gâchée est une seconde perdue qui ne se récupère pas.

There are five ways technology can boost marketing practices: Make more informed decisions based on big data. The greatest side product of digitalization is big data. In the digital context, every customer touchpoint—transaction, call center inquiry, and email exchange—is recorded. Moreover, customers leave footprints every time they browse the Internet and post something on social media. Privacy concerns aside, those are mountains of insights to extract. With such a rich source of information, marketers can now profile the customers at a granular and individual level, allowing one-to-one marketing at scale. Predict outcomes of marketing strategies and tactics. No marketing investment is a sure bet. But the idea of calculating the return on every marketing action makes marketing more accountable. With artificial intelligence–powered analytics, it is now possible for marketers to predict the outcome before launching new products or releasing new campaigns. The predictive model aims to discover patterns from previous marketing endeavors and understand what works, and based on the learning, recommend the optimized design for future campaigns. It allows marketers to stay ahead of the curve without jeopardizing the brands from possible failures. Bring the contextual digital experience to the physical world. The tracking of Internet users enables digital marketers to provide highly contextual experiences, such as personalized landing pages, relevant ads, and custom-made content. It gives digital-native companies a significant advantage over their brick-and-mortar counterparts. Today, the connected devices and sensors—the Internet of Things—empowers businesses to bring contextual touchpoints to the physical space, leveling the playing field while facilitating seamless omnichannel experience. Sensors enable marketers to identify who is coming to the stores and provide personalized treatment. Augment frontline marketers’ capacity to deliver value. Instead of being drawn into the machine-versus-human debate, marketers can focus on building an optimized symbiosis between themselves and digital technologies. AI, along with NLP, can improve the productivity of customer-facing operations by taking over lower-value tasks and empowering frontline personnel to tailor their approach. Chatbots can handle simple, high-volume conversations with an instant response. AR and VR help companies deliver engaging products with minimum human involvement. Thus, frontline marketers can concentrate on delivering highly coveted social interactions only when they need to. Speed up marketing execution. The preferences of always-on customers constantly change, putting pressure on businesses to profit from a shorter window of opportunity. To cope with such a challenge, companies can draw inspiration from the agile practices of lean startups. These startups rely heavily on technology to perform rapid market experiments and real-time validation.

The age-old youthful impulse to reimagine the world was now often molded and guided by one of the reigning ideas of the age: that if you really want to change the world, you must rely on the techniques, resources, and personnel of capitalism.

Promotions and appointments are controlled by a rite of passage in the civil service called empanelment, which decides whether civil servants, predominantly officers of the IAS, can serve in Government of India as joint secretaries, additional secretaries and secretaries. Though officially the selection is done by a committee chaired by the cabinet secretary and comprising the home secretary, secretary personnel, and principal secretary to prime minister, and then approved by the Appointments Committee of the Cabinet, no one really knows how it is actually done. The rules are changed whenever required to assist a political favourite as files apparently fly between South Block and 10 Janpath. Pencil entries are made deleting and adding candidates as per the dictates of the powerful, and the minutes of the original selection committee are signed only after agreements between the political masters, business houses and captive or powerful bureaucrats are reached. These proceedings are then smoothly approved by the Appointments Committee of the Cabinet comprising the home minister and prime minister. The same controlling clique proceeds to appoint the convenient bureaucrat to high profile, lucrative ministries such as defence, home, finance, civil aviation, telecommunication, petroleum, urban development, steel etc. while officers without clout are consigned to residual ministries, normally the social sector ones. Potential for commissions and kickbacks determine which ministries must have captive bureaucrats, and these are the ministries that the DMK has traditionally claimed. The UPA added another dimension that cemented the politician-bureaucrat nexus by decreeing informally and formally that ministers have the right of choice of their secretaries. This meant that the empanelled secretary had to do the rounds of ministries where vacancies were imminent, and solicit his case for selection, unless some higher politician or business house had already spoken for him. And it would be naive to think that such an appointment would be pro bono publico. An honest bureaucrat has nowhere to turn for redressal as the relevant fora were also clearly controlled by the same mafia. With a sense of resignation all they could do is attempt a joke, ‘the Nair you are, the higher you are’!

Bill Gates, like other legendary figures in the information technology industry (such as Paul Allen, Steve Ballmer, Steve Jobs, Larry Page, Sergey Brin, and Jeff Bezos), had immense talent and ambition. But he ultimately responded to incentives. The schooling system in the United States enabled Gates and others like him to acquire a unique set of skills to complement their talents. The economic institutions in the United States enabled these men to start companies with ease, without facing insurmountable barriers. Those institutions also made the financing of their projects feasible. The U.S. labor markets enabled them to hire qualified personnel, and the relatively competitive market environment enabled them to expand their companies and market their products. These entrepreneurs were confident from the beginning that their dream projects could be implemented: they trusted the institutions and the rule of law that these generated and they did not worry about the security of their property rights. Finally, the political institutions ensured stability and continuity. For one thing, they made sure that there was no risk of a dictator taking power and changing the rules of the game, expropriating their wealth, imprisoning them, or threatening their lives and livelihoods. They also made sure that no particular interest in society could warp the government in an economically disastrous direction, because political power was both limited and distributed sufficiently broadly that a set of economic institutions that created the incentives for prosperity could

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.

Like we changed our [radio] call signs in the middle of fucking things. Like we changed our [radio] call signs in the middle of fucking things. The Gooks some way or another got the roster of our shit. The fucking yo-yos in the back used to have all these fucking Indigenous Personnel working for them. So we were in the field and we were called, like, Robin Hood, Robin Hood One, Robin Hood Six, Broken Arrow. And they started to get our fucking call signs. And [the enemy] started talking to us on the fucking radios.... So when we went to the field, the six teams going had already talked. And we said, if this shit hits like it again, we'll all use something that we use back home. So like all of a sudden we became Batman and Robin, Snoopy and Pigpen. Y'know, "Snoopy, have you seen Pigpen?" "He's with Schroeder." Right? So we knew where everybody was. You fucking got the radio, and you're saying, "I'm in a deep fucking trouble? You people fucking serious?" Y'know? "What the fucking you doing to do? Send me to jail? Do me a fucking favor." I'm out there getting fucking murdered, and they're telling me I'm in fucking trouble.

The fact is most people come to work with a spark of creativity and a desire to help the cause. But along the way, that spark gets extinguished. The solution is to adopt a “no skunking” principle among mangers and senior personnel. Skunking is defined as spraying negativity on the creative spark in a coworker or subordinate. It can be an impatient look that says, “That’s a dumb question,” or a conversation-killing shot like, “We tried that and it didn’t work.

but imagine for a moment that back in 1975, instead of facing a cash crisis Southwest had deep pockets filled with venture capital. Its leaders may have never discovered the innovative solution to quickly turning airplanes based on coordination and cooperation among every job function, from pilot to gate personnel. The company could easily be a footnote in aviation history, like People Express, Skybus, and scores of others. “Not enough” money was certainly the catalyst, the mother of Southwest Airlines’ first reinvention.

In the absence of those predictions, product and strategy decisions are far more difficult and time-consuming. I often see this in my consulting practice. I’ve been called in many times to help a startup that feels that its engineering team “isn’t working hard enough.” When I meet with those teams, there are always improvements to be made and I recommend them, but invariably the real problem is not a lack of development talent, energy, or effort. Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently. Thus the downward cycle begins: the product development team valiantly tries to build a product according to the specifications it is receiving from the creative or business leadership. When good results are not forthcoming, business leaders assume that any discrepancy between what was planned and what was built is the cause and try to specify the next iteration in greater detail. As the specifications get more detailed, the planning process slows down, batch size increases, and feedback is delayed. If a board of directors or CFO is involved as a stakeholder, it doesn’t take long for personnel changes to follow.

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