Protocol Officer Quotes

A true professional not only follows but loves the processes, policies and principles set by his profession.

It is the politicians who dream their dreams - sometimes dangerous dreams, (...). A top intelligence officer has to be harder-headed than the toughest businessman. One has to trim to the reality, (...) (Sir Nigel Irvine, p. 428-429).

If we put the right protocols into place in pediatric offices across the city, country, and world, we could intervene in time to walk back epigenetic damage and change long-term health outcomes for the roughly 67 percent of the population with ACEs and their children. And, someday, their great-grandchildren.

How to describe the things we see onscreen, experiences we have that are not ours? After so many hours (days, weeks, years) of watching TV—the morning talk shows, the daily soaps, the nightly news and then into prime time (The Bachelor, Game of Thrones, The Voice)—after a decade of studying the viral videos of late-night hosts and Funny or Die clips emailed by friends, how are we to tell the difference between them, if the experience of watching them is the same? To watch the Twin Towers fall and on the same device in the same room then watch a marathon of Everybody Loves Raymond. To Netflix an episode of The Care Bears with your children, and then later that night (after the kids are in bed) search for amateur couples who’ve filmed themselves breaking the laws of several states. To videoconference from your work computer with Jan and Michael from the Akron office (about the new time-sheet protocols), then click (against your better instincts) on an embedded link to a jihadi beheading video. How do we separate these things in our brains when the experience of watching them—sitting or standing before the screen, perhaps eating a bowl of cereal, either alone or with others, but, in any case, always with part of us still rooted in our own daily slog (distracted by deadlines, trying to decide what to wear on a date later)—is the same? Watching, by definition, is different from doing.

All beings begin their lives with hope and aspirations. Among these aspirations is the desire that there will be a straight path to those goals. It is seldom so. Perhaps never. Sometimes the turns are of one's own volition, as one's thoughts and goals change over time. But more often the turns are mandated by outside forces. It was so with me. The memory is vivid, unsullied by age: the five admirals rising from their chairs as I am escorted into the chamber. The decision of the Ascendancy has been made, and they are here to deliver it. None of them is happy with the decision. I can read that in their faces. But they are officers and servants of the Chiss, and they will carry out their orders. Protocol alone demands that. The word is as I expected. Exile. The planet has already been chosen. The Aristocra will assemble the equipment necessary to endure that solitude does not quickly become Death from predators or the elements. I am led away. Once again, my path has turned. Where it will lead, I cannot say.

Rich or poor, all are equal in death. Conduct yourself with the discretion and diplomacy warranted by your office and association with Lethe, but remember always that our duty is not to prop up the vanity of Yale’s best and brightest but to stand between the living and the dead. —from The Life of Lethe: Procedures and Protocols of the Ninth House

used around women and children. Then there was the Japanese police officer who had dutifully asked one of the other cops the protocol for greeting instructors one holds in high regard. So every time I saw him in the hallway, he would smile, bow respectfully, and greet me with, “Fuck you, Mr. Douglas.” Rather than getting all complicated, I’d bow back, smile, and say, “Fuck you, too.

including salutary effects on the following: • major depression • drug addiction • binge eating • smoking cessation • stress among cancer patients • loneliness among senior citizens • ADHD • asthma • psoriasis • irritable bowel syndrome Studies also indicated that meditation reduced levels of stress hormones, boosted the immune system, made office workers more focused, and improved test scores on the GRE. Apparently mindfulness did everything short of making you able to talk to animals and bend spoons with your mind. This research boom got its start with a Jew-Bu named Jon Kabat-Zinn, a Manhattan-raised, MIT-trained microbiologist who claimed to have had an elaborate epiphany—a “vision,” he called it—while on a retreat in 1979. The substance of the vision was that he could bring meditation to a much broader audience by stripping it of Buddhist metaphysics. Kabat-Zinn designed something called Mindfulness Based Stress Reduction (MBSR), an eight-week course that taught secularized meditation to tens of thousands of people around America and the world. Having a simple, replicable meditation protocol made it easy to test the effects on patients.

To more applause and whistling, Lavinia approached the rostrum and got her new badge of office. She hugged Frank and Hazel, which wasn't the usual military protocol, but no one seemed to care. Nobody clapped louder or whistled more shrilly than Meg. I know because she left me deaf in one ear. 'Thanks, guys,' Lavinia announced. 'So, Fifth Cohort,, first we're going to learn to tap-dance. Then -' 'Thank you, Centurion,' Hazel said. 'You may be seated.' 'What? I'm not kidding -' 'On to our next order of business!' Frank said, as Lavinia skipped grumpily (if that's even possible) back to her seat.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

The flag story is important, Berntson thought. Before the assault was over, Christmas had sent Frank Thomas, his gunnery sergeant, to find an American flag. He knew it was against the rules. This was a war on behalf of the Republic of Vietnam, and the correct flag to run up the pole at its province headquarters would have been Saigon’s yellow and red ensign. But Christmas’s men had bled and died all the way across southern Hue, not ARVN troops. They had looked up at that enemy flag the whole way. They had taken it down, and they wanted to show who had done it. The Stars and Stripes had earned its place. Berntson continued jotting down Christmas’s words: “‘Proudest moment of my life—to be given opp to do it’ . . . ‘main thought was getting the flag up—so it would fly and everyone could see that flag flying’ . . . Capt. Ron Christmas, 27, 2001 S.W. 36th Ave, Fort Lauderdale, FLA CO for 2/5 Hotel . . . ‘street fighting is dirtiest close in. Biggest problem is control—keeping all platoons in line—communication also problem . . . platoons have done extremely well . . . flag. ‘inspiration thing I have ever seen in my lifetime—because it was a hard thing. That feeling of patriotism . . . all you could hear are cheers . . . really brings out America Spirit.’” Hours later, Christmas was paid a visit by two officers, both majors, one army and the other marine. They had been sent by Colonel Hughes from the compound. They said the American flag would have to come down. The South Vietnamese flag was the appropriate one. The men around Christmas were still loading up the wounded and dead. “I don’t think my men are going to like that,” he said. “That doesn’t make any difference,” said one. “You are violating protocol.” “Well, I’ll tell you what,” said Christmas. “If you want to take the flag down, you guys go take it down. But I cannot be responsible for all of my men.” Kaczmarek, who was sitting close enough to overhear the exchange, chose that moment to reposition his rifle. The majors left. The flag remained. Christmas had a gunny sergeant haul it down at sunset, and the next morning a bright yellow South Vietnamese flag flew in its place. But watching Old Glory run up that afternoon was a sight none of the marines who witnessed it would ever regret, or forget.

How about transparency and honesty? Bill Clinton lied under oath repeatedly during the Monica investigation, to the point of being disbarred and fined. Subpoenaed legal records of Hillary Clinton turned up (too late) mysteriously in the White House. In the latest email scandal, the mystery was not that Hillary set up a stealthy private communication system to facilitate the Clinton scheme of offering foreign zillionaires the opportunity to give money to the family foundation and huge cash speaking fees for Bill, in exchange for likely favorable U.S. government decisions affecting billions of dollars in international trade and commerce — and perhaps the very security of the United States. We expected even that from Hillary Clinton the moment that she assumed office — in the manner that her husband had once pardoned convicted FALN Puerto Rican terrorists in hopes of winning bloc votes for her New York Senate campaign, in addition to snagging money from convicted felons. That Mrs. Clinton refused to sign disclosure forms and to follow government protocols about donations and correspondence, as she promised she would, was also nothing new. But what was novel was Hillary Clinton’s ability to hold a press conference and lie about every single aspect of her email crimes. Everything she said was untrue: from the nature of smart phones and email accounts, to the email habits of other cabinet officers, to the methods of securing a server, to the mix between public and private communications, to the method of adjudicating her behavior. All were untruths offered without a shred of remorse.

For all the Clintons’ repeated scandals, they blamed everybody except themselves. Every time I heard the Clintons blame the “vast right-wing conspiracy,” the Uniformed Division, the agents on their personal details, their staff persons, the media, and others, I realized how glad I was to have gotten out of their White House when I did. I got out too late, but still mostly unscathed. I could still provide for my family, and by God’s graces and a few men of real character, I remained on the job and became an instructor. That semen-stained blue dress saved our lives, one way or the other, in the media or from the Clinton Machine’s ire. I watched as the president continued to bash the Secret Service and the Uniformed Division on how “inappropriate” it was to reveal whom the president met with. Yes, we had, but he was so wildly beyond protocol and sowing discord among us for so long that he had no business judging an officer’s character when his own mistress showed up to the White House for her booty call. The machine pushed me out, it pissed off Tripp, it pissed off the Fox, and it jeopardized the character and integrity of the presidency in so many ways. The Clintons never had our backs; they were on it. He demeaningly referred to us as “these uniform people.

Back to 1992 and seeing this oaf saunter down the White House hallway with his beaded necklace. Mr. Mardi Gras had only just begun having his tall, young sidekick slap Gay Pride stickers on the walls and furniture, yes, the priceless historical furniture and walls of the White House. “Sir! Sir!” Careers were on the line, so I needed backup. The duo pivoted toward me and got the fracas they wanted, a pointless quarrel with those whose job it was to protect them. “I don’t care what’s on the stickers! Do not disrespect, disregard, or vandalize the White House! This isn’t your dorm room. It’s a living monument to the greatest leaders this country’s ever had!” “Oh no, this is our house now!” they squawked. They accused us of homophobia. We focused on decorum, protocol—and vandalism. I never expected such behavior from anyone capable of even potentially being appointed to work in the White House. Imagine that after clearing every background check they’d demonstrate such willful, unthinkable incompetence, unprofessionalism, and contempt.

Neither the First Lady nor the administration staffers possessed any desire to understand our role—or even their own. Mountains of bureaucracy, protocols, and very different American experiences separated us. Name the incident, and instead of trying to understand, she’d yell. But if she’d had her way, we’d have been gone that day.

NASA had a protocol officer conduct a New Nine wife orientation, where he prattled on about how astronauts needed a good breakfast before flying off to work—eggs, bacon, hell, why not steak or fried chicken? Feed him well. Praise his efforts. Create a place of refuge.

He knew no matter what he did while Jackson was President, his job was safe, for he was there for one specific task, one the American public could never know about, one that even his own wife knew nothing about. One that had been handed down to him by his own father. He pressed the talk button. “Masters.”  “Sir, we have an Umbra Gamma Prime document here for immediate review.” “I’ll be right there.” He hung up the phone and pressed the button to lower the glass partition separating him from the driver. “Jerry, turn us around, I need to get back to the office, fast.” His chauffeur of many years radioed the escort vehicles as he raised the partition, picked up his glass and gripped the overhead handhold. The mini-motorcade’s lead Lincoln Navigator cut left, jumped the median and blocked oncoming traffic. The Town Car limo locked up its brakes and followed, jostling its well-prepared VIP as the trailing Navigator cut across, assuming the role of lead vehicle. All three vehicles turned on their lights and sirens, leaving a trail of burnt rubber, smoke and a dozen confused drivers in their wake. Umbra Gamma Prime. It was one of the highest classifications of Top Secret there was in his business. In fact he had never had one cross his desk since he had taken the job, despite dealing with countless terrorist threats—both domestic and abroad—and having sent teams across the world in secret.

Mike Kelleher from Obama’s Senate office was the person who stepped up to tackle the mess… He built the staff, drew up a ten-page strategic plan for the mail-room, wrote algorithms for a mail coding system, set up a casework decision tree, assembled a library of policy-response letters, and developed quality-control manuals.

But he also laid out the protocols for contacts between the White House and the FBI, telling Priebus that going forward, this was the type of question that the Justice Department should only be answering in direct communication with the White House counsel’s office. Comey talking about the contact policy was rich. Just two weeks earlier he had flagrantly disregarded that very policy and sent his FBI agents into the White House to interview Flynn.

Thakur’s findings were not news to Ranbaxy’s top executives. Just ten months earlier, in October 2003, outside auditors started investigating Ranbaxy facilities worldwide. In this case, the audits had been ordered up by Ranbaxy itself. This was a common industry practice: drug companies often hired consultants to audit their facilities as a dry run to see how visible their problems were. If the consultants could find it, they reasoned, then most likely regulators could too. The fact-finding mission by Lachman Consultant Services left Ranbaxy officials under no illusion as to the extent of the company’s failings. At Ranbaxy’s Princeton, New Jersey, facility, auditors found that the company’s Patient Safety Department barely functioned and training was essentially “non-existent.” The staff had no written protocols for investigating patient complaints, which piled up in boxes, uncategorized and unreported. They had no clerical help for basic tasks like mailing out the patients’ samples for testing. “I don’t think there’s the same medicine in this medicine,” was a common refrain from patients. Even when there were investigations, they were so perfunctory and half-hearted that expiration dates were listed as “unknown,” even when they could easily have been found from a product’s lot number. An audit of Ranbaxy’s main U.S. manufacturing plant, Ohm Laboratories in New Jersey, found that the company, though required to report adverse events to the FDA, rarely did so. There was no system to capture patient complaints after hours, and no global medical officer to ensure that any potential negative consequences for patients were being monitored. The consultants from Lachman urged Ranbaxy to address these problems globally. Ranbaxy’s initial reaction to the findings was to question the number of hours, and the resulting invoice, that Lachman had sent for its work.

The narrator—the voice was some Hollywood actor I'd heard a million times but couldn't put a name to—emphasized repeatedly that Hitler survived all this purely through dumb luck.  I was unconvinced.  The simpler explanation is that all the key conspirators were officers. 

For all that Starfleet insisted on military protocol, their officers had a tiresome tendency to question everything.

As the 1970s drew to a close, and Commodore, Tandy, Altair, and Apple began to emerge from the sidelines, PARC director Bert Sutherland asked Larry Tesler to assess what some analysts were already predicting to be the coming era of “hobby and personal computers.” “I think that the era of the personal computer is here,” Tesler countered; “PARC has kept involved in the world of academic computing, but we have largely neglected the world of personal computing which we helped to found.”41 His warning went largely unheeded. Xerox Corporation’s parochial belief that computers need only talk to printers and filing cabinets and not to each other meant that the “office of the future” remained an unfulfilled promise, and in the years between 1978 and 1982 PARC experienced a dispersal of core talent that rivals the flight of Greek scholars during the declining years of Byzantium: Charles Simonyi brought the Alto’s Bravo text editing program to Redmond, Washington, where it was rebooted as Microsoft Word; Robert Metcalf used the Ethernet protocol he had invented at PARC to found the networking giant, 3Com; John Warnock and Charles Geschke, tiring of an unresponsive bureaucracy, took their InterPress page description language and founded Adobe Systems; Tesler himself brought the icon-based, object-oriented Smalltalk programming language with him when he joined the Lisa engineering team at Apple, and Tim Mott, his codeveloper of the Gypsy desktop interface, became one of the founders of Electronic Arts—five startups that would ultimately pay off the mortgages and student loans of many hundreds of industrial, graphic, and interaction designers, and provide the tools of the trade for untold thousands of others.

The overwhelming favorites to dominate the race to become the so-called Information Superhighway were competing proprietary technologies from industry powerhouses such as Oracle and Microsoft. Their stories captured the imagination of the business press. This was not so illogical, since most companies didn’t even run TCP/IP (the software foundation for the Internet)—they ran proprietary networking protocols such as AppleTalk, NetBIOS, and SNA. As late as November 1995, Bill Gates wrote a book titled The Road Ahead, in which he predicted that the Information Superhighway—a network connecting all businesses and consumers in a world of frictionless commerce—would be the logical successor to the Internet and would rule the future. Gates later went back and changed references from the Information Superhighway to the Internet, but that was not his original vision. The implications of this proprietary vision were not good for business or for consumers. In the minds of visionaries like Bill Gates and Larry Ellison, the corporations that owned the Information Superhighway would tax every transaction by charging a “vigorish,” as Microsoft’s then–chief technology officer, Nathan Myhrvold, referred to it. It’s difficult to overstate the momentum that the proprietary Information Superhighway carried. After Mosaic, even Marc and his cofounder, Jim Clark, originally planned a business for video distribution to run on top of the proprietary Information Superhighway, not the Internet. It wasn’t until deep into the planning process that they decided that by improving the browser to make it secure, more functional, and easier to use, they could make the Internet the network of the future. And that became the mission of Netscape—a mission that they would gloriously accomplish.

Russian regime de jure recognition. The fork in the road for father and son, both philosophically and physically, was the New World. In the same year that saw MacDonald elected into office, the prince sailed for what he came to consider as his safe haven, the United States, a land free from the pomp and protocol that dominated the court. Here he could enjoy the semblance of a life unanchored from the restraints and restrictions imposed by his father. His experiences in America encouraged him to believe that he could pick a pathway between his private life and his public duties. It was not a distinction that the king and queen, their advisors, or the mass media would allow him to make. The reality was that his increasingly hedonistic private life intruded into the public duty pressed on him by his family, politicians, and his people. Ostensibly billing the trip as a holiday, the prince spent three glorious weeks during the summer of 1924 carousing, dancing, drinking, and playing polo on Long Island with a flashy set of Americans whom the British ambassador, Esme Howard, dismissed as “oily magnates.” A headline in the Pittsburgh Gazette Times of September 8, 1924, summarized the prince’s behaviour. “Prince Likes America; Doesn’t Want to Leave. Spends Another Night Out—Vanishes from Party. Later Seen in All-Night Stand Eating ‘Hot Dogs.’ Dances with Duchess.” While the prince resented what he called the “damned spying” of the American press, his actions served only to encourage society matrons in thinking

An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.

In February 1983, the commission submitted its report, which was immediately released to the public. It found that Israel had not had any involvement in the massacre at Sabra and Shatila. But the commission added a kicker: although Ariel Sharon had not been directly involved, and had not foreseen the massacre, he should have foreseen it. For this omission, the commission said, he should be removed from office. I thought this was preposterous and dangerous. You cannot expect leaders to foresee every possibility and punish them for not doing so. This hinders decision making, hampers risk taking and induces a “protocol” mentality, whereby decision makers cover their rear ends by endlessly explaining why they should do nothing. Iddo wrote a damning article in an Israeli newspaper against the commission’s conclusions and recommendations.3 He was among the very few who stood up in Sharon’s defense.

There were no free spaces in the school’s parking lot. Adam ended up parking illegally—live on the edge—and hurrying toward the school. The side door was locked. Adam had never done this before—visited Corinne during a school day—but he knew that all schools had taken up stringent security protocols in the wake of shootings and other violence. He circled toward the front door. It was also locked. Adam pressed the intercom button. A camera whirred down on him, and the weary female voice that could only belong to someone working in a school’s main office asked him who he was. He put on his most disarming smile. “It’s Adam Price. Corinne’s husband.” The door buzzed. Adam pushed through the doors. A sign read CHECK IN AT THE MAIN DESK. He wasn’t sure what to do here. If he signed in, they would want to know why and probably buzz down to the classroom. He didn’t want that. He wanted to surprise Corinne or, at the very least, not need to explain to the staff why he was here. The office was on the right. Adam was about to turn left and just hurry down the opposite way when he saw the armed security guard. He aimed his most disarming smile at the guard. The guard offered one back. No choice now. He’d have to go to the main office. He veered through the door and weaved past a few local moms. There was a huge laundry basket in the middle of the floor where parents dropped off lunches for their kids who forgot to bring them in the morning. The

Then there was the Japanese police officer who had dutifully asked one of the other cops the protocol for greeting instructors one holds in high regard. So every time I saw him in the hallway, he would smile, bow respectfully, and greet me with, "Fuck you, Mr. Douglas." Rather than getting all complicated, I'd bow back, smile, and say, "Fuck you, too.

In a small, stuffy, perpetually dark, hot-plastic-scented wiring closet, in a cubicled office suite leased by Novus Ordo Seclorum Systems Incorporated, sandwiched between an escrow company and a discount travel agent in the most banal imaginable disco-era office building in Los Altos, California, a modem wakes up and spews noise down a wire. The noise eventually travels under the Pacific as a pattern of scintillations in a filament of glass so transparent that if the ocean itself were made out of the same stuff, you’d be able to see Hawaii from California. Eventually the information reaches Randy’s computer, which spews noise back. The modem in Los Altos is one of half a dozen that are all connected to the back of the same computer, an entirely typical looking tower PC of a generic brand, which has been running, night and day, for about eight months now. They turned its monitor off about seven months ago because it was just wasting electricity. Then John Cantrell (who is on the board of Novus Ordo Seclorum Systems Inc., and made arrangements to put it in the company’s closet) borrowed the monitor because one of the coders who was working on the latest upgrade of Ordo needed a second screen. Later, Randy disconnected the keyboard and mouse because, without a monitor, only bad information could be fed into the system. Now it is just a faintly hissing off-white obelisk with no human interface other than a cyclopean green LED staring out over a dark landscape of empty pizza boxes. But there is a thick coaxial cable connecting it to the Internet. Randy’s computer talks to it for a few moments, negotiating the terms of a Point-to-Point Protocol, or PPP connection, and then Randy’s little laptop is part of the Internet, too; he can send data to Los Altos, and the lonely computer there, which is named Tombstone, will route it in the general direction of any of several tens of millions of other Internet machines.

informed about the danger of ice on the journey. Fleet and Lee were nearing the end of their two-hour shift at around 11:40 pm when Fleet spotted the iceberg that would fell the mighty ship. He followed protocol, immediately issuing a warning and phoning the bridge, where he warned First Officer Murdoch, as the captain had gone to bed for the night. Murdoch ordered the engines reversed and the ship to turn, hoping to avoid the berg completely. But his decision proved fatal, and the starboard (right) side of the ship scraped alongside the jagged ice underneath the water, ripping holes in five of the watertight compartments toward the bow of the ship.