Resource Officer Quotes

            It was stated by an Australian Army Officer, “Phuoc Tuy offers the perfect terrain for guerrilla warfare. It has a long coastline with complex areas of mangrove swamps, isolated ranges of very rugged mountains and a large area of uninhabited jungle containing all of the most loathsome combinations of thorny bamboos, poisonous snakes, insects, malaria, dense underbrush, swamps and rugged ground conditions that the most dedicated guerrilla warfare expert could ask for.

Maybe everything’s not so hard, maybe life is so much easier than I thought, you just need courage, you just need to have a sense of yourself, then you’ll discover your hidden resources.

HR?' 'Human Resources.' 'In Brussels that kind of department is referred to as the Office for Personkind Enablement. Resources sounds like something you dig out of the ground.

How skillful to tax the middle class to pay for the relief of the poor, building resentment on top of humiliation! How adroit to bus poor black youngsters into poor white neighborhoods, in a violent exchange of impoverished schools, while the schools of the rich remain untouched and the wealth of the nation, doled out carefully where children need free milk, is drained for billion-dollar aircraft carriers. How ingenious to meet the demands of blacks and women for equality by giving them small special benefits, and setting them in competition with everyone else for jobs made scares by an irrational, wasteful system. How wise to turn the fear and anger of the majority toward a class of criminals bred - by economic inequity - faster than they can be put away, deflecting attention from the huge thefts of national resources carried out within the law by men in executive offices.

Experience has taught me," said Peter (...) "that no situation finds Bunter unprepared. That he should have procured The Times this morning by the simple expedient of asking the milkman to request the postmistress to telephone to Broxford and have it handed to the 'bus-conductor to be dropped at the post-office and brought up by the little girl who delivers the telegrams is a trifling example of his resourceful energy.

If you are a parent, teacher, camp counselor, or school resource officer and you see children severely change or restrain their arm behavior around their parents or other adults, at a minimum it should arouse your interest and promote further observation. Cessation of arm movement is part of the limbic system’s freeze response. To the abused child, this adaptive behavior can mean survival.

Officially, the New Testament church at an early stage took seriously their responsibility for widows who lacked family or other resources. The office of deacon was instituted initially to address this pressing need.

Pundits, opponents, and disillusioned supporters would blame Obama for squandering the promise of his administration. Certainly he and his administration made their share of mistakes. But it is hard to think of another president who had to face the kind of guerrilla warfare waged against him almost as soon as he took office. A small number of people with massive resources orchestrated, manipulated, and exploited the economic unrest for their own purposes. They used tax-deductible donations to fund a movement to slash taxes on the rich and cut regulations on their own businesses. While they paid focus groups and seasoned operatives to frame these self-serving policies as matters of dire public interest, they hid their roles behind laws meant to protect the anonymity of philanthropists, leaving more folksy figures like Santelli to carry the message.

This conjunction of an immense military establishment and a large arms industry is new in the American experience. The total influence -- economic, political, even spiritual -- is felt in every city, every State house, every office of the Federal government. We recognize the imperative need for this development. Yet we must not fail to comprehend its grave implications. Our toil, resources and livelihood are all involved; so is the very structure of our society. In the councils of government, we must guard against the acquisition of unwarranted influence, whether sought or unsought, by the militaryindustrial complex. The potential for the disastrous rise of misplaced power exists and will persist. We must never let the weight of this combination endanger our liberties or democratic processes. We should take nothing for granted. Only an alert and knowledgeable citizenry can compel the proper meshing of the huge industrial and military machinery of defense with our peaceful methods and goals, so that security and liberty may prosper together.

There are two social classes in Pakistan," Professor Superb said to his unsuspecting audience, gripping the podium with both hands as he spoke. "The first group, large and sweaty, contains those referred to as the masses. The second group is much smaller, but its members exercise vastly greater control over their immediate environment and are collectively termed the elite. The distinction between members of these two groups is made on the basis of control of an important resource:air-conditioning. You see, the elite have managed to re-create for themselves the living standards of say, Sweden without leaving the dusty plains of the subcontinent. They're a mixed lot - Punjabi and Pathans, Sindhis and Baluchis, smugglers , mullahs, soldiers, industrialists - united by their residence in an artificially cooled world. They wake up in air-conditioned houses, drive air-conditioned cars to air-conditioned offices, grab lunch in air-conditioned restaurants (rights of admission reserved), and at the end of the day go home to an air-conditioned lounges to relax in front of their wide-screen TVs. And if they should think about the rest of the people, the great uncooled, and become uneasy as they lie under their blankets in the middle of the summer, there is always prayer, five times a day, which they hope will gain them admittance to an air-conditioned heaven, or at the very least, a long, cool drink during a fiery day in hell.

As attentive readers may have noted, the standard narrative of heterosexual interaction boils down to prostitution: a woman exchanges her sexual services for access to resources. Maybe mythic resonance explains part of the huge box-office appeal of a film like Pretty Woman, where Richard Gere's character trades access to his wealth in exchange for what Julia Roberts's character has to offer (she plays a hooker with a heart of gold, if you missed it). Please note that what she's got to offer is limited to the aforementioned heart of gold, a smile as big as Texas, a pair of long, lovely legs, and the solemn promise that they'll open only for him from now on. The genius of Pretty Woman lies in making explicit what's been implicit in hundreds of films and books. According to this theory, women have evolved to unthinkingly and unashamedly exchange erotic pleasure for access to a man's wealth, protection, status, and other treasures likely to benefit her and her children.

Dedicated to all the women who have come forward with their stories. Whether it be in front of a congressional panel on live television or alone in a windowless human resources office—we hear you. We believe you.

Has this new dress, this new world made me so different? Or was this inside me all along, and I was just too fainthearted, too timid? That’s what Mother always said. Maybe everything’s not so hard, maybe life is so much easier than I thought, you just need courage, you just need to have a sense of yourself, then you’ll discover your hidden resources.

In running over the pages of our history for seven hundred years, we shall scarcely find a single great event which has not promoted equality of condition. The Crusades and the English wars decimated the nobles and divided their possessions: the municipal corporations introduced democratic liberty into the bosom of feudal monarchy; the invention of fire-arms equalized the vassal and the noble on the field of battle; the art of printing opened the same resources to the minds of all classes; the post-office brought knowledge alike to the door of the cottage and to the gate of the palace; and Protestantism proclaimed that all men are alike able to find the road to heaven. The discovery of America opened a thousand new paths to fortune, and led obscure adventurers to wealth and power.

Appraisal – the best resources will get the worst result

Diversity, Equity and Inclusion should be a top priority of every Chief People Officer — not as a matter of charity, but of corporate preservation.

Modern-day offices have become interruption factories. Merely walking in the door makes you a target for anyone else’s conversation, question, or irritation. When you’re on the inside, you’re a resource who can be polled, interrogated, or pulled into a meeting. And another meeting about that other meeting. How can you expect anyone to get work done in an environment like that?

Each time a police officer engages us, death, injury, maiming is possible. It is not enough to say that this is true of anyone or more true of criminals. The moment the officers began their pursuit of Prince Jones, his life was in danger. The Dreamers accept this as the cost of doing business, accept our bodies as currency, because it is their tradition. As slaves we were this country’s first windfall, the down payment on its freedom. After the ruin and liberation of the Civil War came Redemption for the unrepentant South and Reunion, and our bodies became this country’s second mortgage. In the New Deal we were their guestroom, their finished basement. And today, with a sprawling prison system, which has turned the warehousing of black bodies into a jobs program for Dreamers and a lucrative investment for Dreamers; today, when 8 percent of the world’s prisoners are black men, our bodies have refinanced the Dream of being white. Black life is cheap, but in America black bodies are a natural resource of incomparable value.

Almost everything about Afghanistan was troubling Mullen. As Obama was giving intense focus on the war, Mullen was feeling more personal responsibility. Afghanistan had been marked by 'incredible neglect,' he told some of his officers. 'It's almost like you're on a hunger strike and you're on the 50th day, and all of a sudden you're going to try to feed this person. Well, they're not going to eat very quickly. I mean, every organ in the body is collapsing. The under-resourcing of Afghanistan was much deeper and wider than even I thought. It wasn't just about troops. It was intellectually, it was strategically, it was physically, culturally.

Human resources is the place where people come to complain and/or shoot people when they just can’t take it anymore. Choosing to work in HR is like choosing to work in the complaint department of hell, except way more frustrating, because at least in hell you’d be able to agree that that Satan is a real dick-wagon without having to toe the company line. The HR department is the place where people stop by to say, “THIS IS TOTALLY FUCKED UP,” and the HR employees will nod thoughtfully and professionally as they think to themselves, “Wow. That is totally fucked up. I wish that this person would leave so I could tell everyone else in the office about it.

How skillful to tax the middle class to pay for the relief of the poor, building resentment on top of humiliation! How adroit to bus poor black youngsters into poor white neighborhoods, in a violent exchange of impoverished schools, while the schools of the rich remain untouched and the wealth of the nation, doled out carefully where children need free milk, is drained for billion-dollar aircraft carriers. How ingenious to meet the demands of blacks and women for equality by giving them small special benefits, and setting them in competition with everyone else for jobs made scarce by an irrational, wasteful system. How wise to turn the fear and anger of the majority toward a class of criminals bred—by economic inequity—faster than they can be put away, deflecting attention from the huge thefts of national resources carried out within the law by men in executive offices.

This massive, nearly incomprehensible economic miracle you are witnessing outside your window is due to one group of people and one group of people only – men.  And it was a transaction (the most important and original economic transaction) that incentivized men to make and build nearly everything on the planet - sex for resources.  Men build things, women give them sex.  Men produce things, women give them children.  Men accrue wealth and resources, women continue their genetic line.  Sex (or more Darwinistically speaking, progeny) is what gets men out of bed in the morning, off to school, into rush hour, off to the office, off to the factory, off to night school, off to war, or off to the lab to make money so that they might someday attract girls.  If there was no sex, if there were no women, if there was no female youth and beauty, men would still be living in caves, only mustering their resources to perhaps create beer and poker to bide the time.  Alas, the ONLY reason you have planes, trains, and automobiles, the only reason an economy exists, the only reason anything outside the sky exists, is because men built it.  And men built it in exchange for sex.

the general fund of vocabulary, nay, of discourse itself, so calamitous that the failure of the banks in 1929 seems paltry by comparison; so that we find verbal paupers all around us, tattered, emaciated, and reduced to the stark penury of such verbal resources as “It’s like wow” or using “interface” or “office” as verbs.

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

This can be a safety factor making it less likely that you’ll fire the gun unintentionally but it also makes firing the weapon accurately a challenge.  Many police departments use double action firearms so that officers won’t accidentally shoot a suspect.  They also have the resources to properly train officers in accurate double action shooting. 

Most of us take for granted the ease with which we can fill up our cars, buy a new smartphone or order a cup of Colombian coffee. But underpinning almost all of our consumption is a frenetic international trade in natural resources. And underpinning that trade, from their offices in sleepy towns in Switzerland or New England, are the commodity traders.

Pitting these two angry bears against the DNC was not a fair fight, Shawn Henry of CrowdStrike said in the Post article: “This is a sophisticated foreign intelligence service with a lot of time, a lot of resources, and is interested in targeting the U.S. political system. You’ve got ordinary citizens who are doing hand-to-hand combat with trained military officers, and that’s an untenable situation.

It was at that moment that Markisha decided to apply for CalWORKs. She’d rented a room in an apartment she shared with a barber in her neighborhood, and she needed some help paying for it. CalWORKs meant three hundred dollars a month, plus food stamps. So she went to the local welfare office—a “Family Resource Center,” known as an FRC—and walked inside. She was barely sober, emotionally a wreck, literally penniless, and her entire ambition in life was to keep and maintain a room and a half in a rundown section of west San Diego without having to sell her body to pay the rent. This is the kind of person at whom the weight of the state’s financial fraud prosecution apparatus tends to be trained in America. Markisha entered the financial fraud patrol zone when she walked through those doors at the FRC. For three hundred dollars a month, she was about to become more heavily scrutinized by the state than any twelve Wall Street bankers put together. The amounts of money spent in these kinds of welfare programs are very small, but the levels of political capital involved are mountainous. You can always score political points banging on black welfare moms on meth. And the bureaucracy she was about to enter reflects that intense, bitterly contemptuous interest.

In summary, a policy intended to make housing more affordable for the poor has resulted in resources being redirected to the construction of houses that are only affordable for the rich or wealthy, since generally , luxury homes are not subject to rent control, and neither are office buildings and other commercial properties. This illustrates, among other things, the crucial importance of making a distinction between intentions and consequences

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed. This is a fact of nature just as much as the currents of the winds and the seas. The flow of force and matter is a system, with laws and maturation patterns. We should harbor no guilt for complying with those laws—even if they sometimes require a little inhumanity. —TRIBUNO CANDIANO, LETTER TO THE COMPANY CANDIANO CHIEF OFFICER’S ASSEMBLY

That’s the socialist vision: abolishing private ownership of the things we all need and use—factories, banks, offices, natural resources, utilities, communication and transportation infrastructure—and replacing it with social ownership, thereby undercutting the power of elites to hoard wealth and power. And that’s also the ethical appeal of socialism: a world where people don’t try to control others for personal gain, but instead cooperate so that everyone can flourish.

My entrance into the courtyard caused a small stir among the lookouts. I could tell because in the middle of February, in the dark of night, Baxter Terrace suddenly sounded like an Audubon Society refuge - birdcalls being the latest in urban drug - selling counterintelligence... Birdcalls allowed much more information to be imparted to other members of the operation, without the visitor being aware of what was being communicated. So while a crow's harsh cry could harken the arrival of a member of the city narcotics unit - a significant threat - the sweet song of a chickadee might signal an officer who was merely escorting a social worker to an appointment allowing business to continue in guarded fashion. Someone like me, a stranger on unknown business, might warrant a whipporwill's call. Where exactly a city kid learned what a whipporwill sounded like, I have no idea. But these kids were nothing if not resourceful. It makes you wonder what they could have accomplished under different circumstances.

...humans now occupy or have seriously altered nearly all of the spaces outside our parks and preserves. Each of us carries an inherent responsibility to preserve the quality of earth's ecosystems. When we leave the responsibility to a few experts (none of whom hold political office), the rest of us remain largely ignorant of earth stewardship and how to practice it. The conservation of Earth's resources, including its living biological systems, must become part of the everyday culture of us all, worldwide.

You’d think someone as resourceful as Rachel would know whether or not Toraf was the identical twin of a known terrorist. But nooooo. So we wait by our guard in the corridor of the security office of LAX airport while about a dozen people work to verify our identity. My identity comes back fine and clean and boring. Toraf’s identity doesn’t come back for a few hours. Which is not cool, because he’s been puking in the trash can next to our bench seats and it’s got to be almost full by now. Because of the regional storms in Jersey, we’d had a rough takeoff. Coupled with the reaction Toraf had to the Dramamine-excitability, no less-it was all I could do to coax him out of the tiny bathroom to get him to sit still and not puke while doing so. His fingerprints could not be matched and his violet eyes were throwing them for a loop, since they physically verified that they aren’t contacts. A lady security officer asked us several times in several different ways why our tickets would be one-way to Hawaii if we lived in Jersey and only had a carry-on bag full of miscellaneous crap that you don’t really need. Where were we going? What were we doing? I’d told them we were going to Honolulu to pick a place to get married and weren’t in a hurry to come back, so we only purchased one-way tickets and blah blah blah. It’s a BS story and they know it, but sometimes BS stories can’t be proven false. Finally, I asked for an attorney, and since they hadn’t charged us with anything, and couldn’t charge us with anything, they decided to let us go. For crying out loud. I can’t decide if I’m relieved or nervous that Toraf’s seat is a couple of rows back on our flight to Honolulu. On the plus side, I don’t have to be bothered every time he goes to the bathroom to upchuck. Then again, I can’t keep my eye on him, either, in case he doesn’t know how to act or respond to nosy strangers who can’t mind their own business. I peek around my seat and roll my eyes. He’s seated next to two girls, about my age and obviously traveling together, and they’re trying nonstop to start a conversation with him. Poor, poor Toraf. It must be a hard-knock life to have inherited the exquisite Syrena features. It’s all he can do not to puke in their laps. A small part of me wishes that he would, so they’d shut up and leave him alone and I could maybe close my eyes for two seconds. From here I can hear him squirm in his seat, which is about four times too small for a built Syrena male. His shoulder and biceps protrude into the aisle, so he’s constantly getting bumped. Oy.

Much of the ability to help other people arises from personal power, but it would be naive to assert that nothing else is required. In large organizations, there are many resources available to a leader—money to pay for training, support staff, office space, tools to make work more efficient, access to helpful people. Such resources are not evenly distributed, and one of the requirements for becoming a problem-solving leader is to acquire organizational power so as to obtain resources for other innovators. Most

An impartial investigation of the last war, of what preceded it and what has come out of it, would show beyond a doubt that there is in the world a group of men with vast powers of control, that prefers to remain unknown, that does not seek office or any of the tokens of power, that belongs to no nation whatever but is international—a force that uses every government, every widespread business organization, every agency of publicity, every resource of national psychology, to throw the world into a panic for the sake of getting still more power over the world.

They were all grateful for the help, but as the spring of 1989 approached they all made the same request at the end of our meetings: Help Michael Lindsey. Lindsey’s execution was scheduled for May 1989. Later, they would ask me to help Horace Dunkins, whose execution date was scheduled for July 1989. I painfully explained the constraints on resources and time, telling them how frantic we were just trying to get the new office up and running. Although they said they understood, they were clearly anguished about getting legal assistance while other men faced looming executions.

Yet the press was still the last resource of the educated poor who could not be artists and would not be tutors. Any man who was fit for nothing else could write an editorial or a criticism. The enormous mass of misinformation accumulated in ten years of nomad life could always be worked off on a helpless public, in diluted doses, if one could but secure a table in the corner of a newspaper office. The press was an inferior pulpit; an anonymous schoolmaster; a cheap boarding-school but it was still the nearest approach to a career for the literary survivor of a wrecked education.

What an extraordinary episode in the economic progress of man that age was which came to an end in August 1914! The greater part of the population, it is true, worked hard and lived at a low standard of comfort, yet were, to all appearances, reasonably contented with this lot. But escape was possible, for any man of capacity or character at all exceeding the average, into the middle and upper classes, for whom life offered, at a low cost and with the least trouble, conveniences, comforts, and amenities beyond the compass of the richest and most powerful monarchs of other ages. The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, in such quantity as he might see fit, and reasonably expect their early delivery upon his doorstep; he could at the same moment and by the same means adventure his wealth in the natural resources and new enterprises of any quarter of the world, and share, without exertion or even trouble, in their prospective fruits and advantages; or he could decide to couple the security of his fortunes with the good faith of the townspeople of any substantial municipality in any continent that fancy or information might recommend. He could secure forthwith, if he wished it, cheap and comfortable means of transit to any country or climate without passport or other formality, could despatch his servant to the neighbouring office of a bank for such supply of the precious metals as might seem convenient, and could then proceed abroad to foreign quarters, without knowledge of their religion, language, or customs, bearing coined wealth upon his person, and would consider himself greatly aggrieved and much surprised at the least interference. But, most important of all, he regarded this state of affairs as normal, certain, and permanent, except in the direction of further improvement, and any deviation from it as aberrant, scandalous, and avoidable. The projects and politics of militarism and imperialism, of racial and cultural rivalries, of monopolies, restrictions, and exclusion, which were to play the serpent to this paradise, were little more than the amusements of his daily newspaper, and appeared to exercise almost no influence at all on the ordinary course of social and economic life, the internationalisation of which was nearly complete in practice.

The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, in such quantity as he might see fit, and reasonably expect their early delivery upon his doorstep; he could at the same moment and by the same means adventure his wealth in the natural resources and new enterprises of any quarter of the world, and share, without exertion or even trouble, in their prospective fruits and advantages; or he could decide to couple the security of his fortunes with the good faith of the townspeople of any substantial municipality in any continent that fancy or information might recommend. He could secure forthwith, if he wished it, cheap and comfortable means of transit to any country or climate without passport or other formality, could despatch his servant to the neighboring office of a bank for such supply of the precious metals as might seem convenient, and could then proceed abroad to foreign quarters, without knowledge of their religion, language, or customs, bearing coined wealth upon his person, and would consider himself greatly aggrieved and much surprised at the least interference. But, most important of all, he regarded this state of affairs as normal, certain, and permanent, except in the direction of further improvement, and any deviation from it as aberrant, scandalous, and avoidable. The projects and politics of militarism and imperialism, of racial and cultural rivalries, of monopolies, restrictions, and exclusion, which were to play the serpent to this paradise, were little more than the amusements of his daily newspaper, and appeared to exercise almost no influence at all on the ordinary course of social and economic life, the internationalization of which was nearly complete in practice.

The police are there to do the job, not to think about it,' was the line used by critics, the harshest of which were often other police. But police officers see and hear at first hand the things that ail a society, and along the way they gain trememdous insight into how to fix problems or processes, even if they can't change people's behaviours or attitudes. With the right systems and resources, their personal capacity for creating a safer society is far more powerful than the guns they carry. This would be the thinking driving my direction when I later came to Victoria to take charge of its police force.

I am here because you vivisected my ancestral country in two. In 1945, two fumbling mid-ranking American officers who knew nothing about the country used a National Geographic map as reference to arbitrarily cut a border to make North and South Korea, a division that eventually separated millions of families, including my own grandmother from her family. Later, under the flag of liberation, the United States dropped more bombs and napalm in our tiny country than during the entire Pacific campaign against Japan during World War II. A fascinating little-known fact about the Korean War is that an American surgeon, David Ralph Millard, stationed there to treat burn victims, invented a double-eyelid surgical procedure to make Asian eyes look Western, which he ended up testing on Korean sex workers so they could be more attractive to GIs. Now, it’s the most popular surgical procedure for women in South Korea. My ancestral country is just one small example of the millions of lives and resources you have sucked from the Philippines, Cambodia, Honduras, Mexico, Iraq, Afghanistan, Nigeria, El Salvador, and many, many other nations through your forever wars and transnational capitalism that have mostly enriched shareholders in the States. Don’t talk to me about gratitude.

The most obvious examples of pathological problems are: uncontrollable negative cash flow, continuous emigration of key human resources away from the organization, unresolved quality problems, rapidly declining market share, and tremendous drops in the company’s capacity to raise financial resources. Organizations with those problems can’t afford therapy because therapy takes time, and time is a resource those organizations do not have. Instead of an organizational therapist, the board should hire an organizational turnaround specialist who can temporarily take on the chief executive officer’s role, and perform whatever “surgery” is necessary.

As one human resources professional said to me, “I wish someone would tell twentysomethings that the office has a completely different culture than what they are used to. You can’t start an e-mail with ‘Hey!’ You’re probably going to have to work at one thing for quite a while before being promoted—or even complimented. People are going to tell you not to tweet about work or put stupid posts on your Gchat status. Not to wear certain clothes. You have to think about how you speak and write. How you act. Twentysomethings who’ve never had jobs don’t know this. Neither do the scanners and baristas who’ve been hanging out at work chatting with their friends.

Mr. Home himself offered me a handsome sum—thrice my present salary—if I would accept the office of companion to his daughter. I declined. I think I should have declined had I been poorer than I was, and with scantier fund of resource, more stinted narrowness of future prospect. I had not that vocation. I could teach; I could give lessons; but to be either a private governess or a companion was unnatural to me. Rather than fill the former post in any great house, I would deliberately have taken a housemaid’s place, bought a strong pair of gloves, swept bedrooms and staircases, and cleaned stoves and locks, in peace and independence. Rather than be a companion, I would have made shirts and starved.

God is speaking to prophets to call the modern-day Church to “rise up” and to awaken. It must awaken to the reality that the people are not called to just come to a church building, but we are called to go into all the world around us and be the Church in professions and communities and world systems and structures. We are to become micro-groups: going into school board meetings, executive offices, school halls, state departments, and more! A house for the nation is a Church that engages the Seven Mountains of influence by identifying, supporting, and resourcing the body of Christ located at the front lines of the battle of influence. A house for the nation will require a coming together of many leaders.

Obama occasionally pointed out that the post–Cold War moment was always going to be transitory. The rest of the world will accede to American leadership, but not dominance. I remember a snippet from a column around 9/11: America bestrides the world like a colossus. Did we? It was a story we told ourselves. Shock and awe. Regime change. Freedom on the march. A trillion dollars later, we couldn’t keep the electricity running in Baghdad. The Iraq War disturbed other countries—including U.S. allies—in its illogic and destruction, and accelerated a realignment of power and influence that was further advanced by the global financial crisis. By the time Obama took office, a global correction had already taken place. Russia was resisting American influence. China was throwing its weight around. Europeans were untangling a crisis in the Eurozone. Obama didn’t want to disengage from the world; he wanted to engage more. By limiting our military involvement in the Middle East, we’d be in a better position to husband our own resources and assert ourselves in more places, on more issues. To rebuild our economy at home. To help shape the future of the Asia Pacific and manage China’s rise. To open up places like Cuba and expand American influence in Africa and Latin America. To mobilize the world to deal with truly existential threats such as climate change, which is almost never discussed in debates about American national security.

The civil machinery which ensured the carrying out of this law, and the military organization which turned numbers of men into battalions and divisions, were each founded on a bureaucracy. The production of resources, in particular guns and ammunition, was a matter for civil organization. The movement of men and resources to the front, and the trench system of defence, were military concerns.” Each interlocking system was logical in itself and each system could be rationalized by those who worked it and moved through it. Thus, Elliot demonstrates, “It is reasonable to obey the law, it is good to organize well, it is ingenious to devise guns of high technical capacity, it is sensible to shelter human beings against massive firepower by putting them in protective trenches.” What was the purpose of this complex organization? Officially it was supposed to save civilization, protect the rights of small democracies, demonstrate the superiority of Teutonic culture, beat the dirty Hun, beat the arrogant British, what have you. But the men caught in the middle came to glimpse a darker truth. “The War had become undisguisedly mechanical and inhuman,” Siegfried Sassoon allows a fictional infantry officer to see. “What in earlier days had been drafts of volunteers were now droves of victims.”378 Men on every front independently discovered their victimization. Awareness intensified as the war dragged on. In Russia it exploded in revolution. In Germany it motivated desertions and surrenders. Among the French it led to mutinies in the front lines. Among the British it fostered malingering.

In my office, a married man almost never walks in alone for his appointment, he is always accompanied by his wife or daughter-in-law. They come to support him in his efforts to get fitter, leaner, stronger, healthier, and are willing to go all the way to ensure that no hurdles come in the way of his fitness. Married women, however, come alone; they plead helplessness over the ways of cooking and eating in the family, cite school timings or preferred meal timings when asked to make time to workout or advance dinner times. When it comes to the men or children in the family, their health, fitness and wellness, the women will change everything: meal timings, cooking styles, bedtimes, workouts, etc. When it comes to using the exact same resources for themselves, they can’t, the same drivers of change are helpless.

Gloria-in-human-resources wants an answer by tonight,” I heard Brad say. “Should I pick the smart one or the hot one?” I froze, appalled. “Always pick the smart one,” the other agent replied, and I wondered which one Brad considered me to be. An hour later, I got the job. And despite finding the question outrageously inappropriate, I felt perversely hurt. Still, I wasn’t sure why Brad had pegged me as smart. All I’d done that day was dial a string of phone numbers (repeatedly disconnecting calls by pressing the wrong buttons on the confusing phone system), make coffee (which was sent back twice), Xerox a script (I pushed 10 instead of 1 for number of copies, then hid the nine extra screenplays under a couch in the break room), and trip over a lamp cord in Brad’s office and fall on my ass. The hot one, I concluded, must have been particularly stupid.

From 1992 to 1997, TAT [Treating Abuse Today] under my editorship published several articles by a number of respected professionals who seriously questioned the false memory syndrome (FMS) hypothesis and the methodology, ethics, and assertions of those who were rapidly pushing the concept into the public consciousness. During that time, not one person from the FMS movement contacted me to refute the specific points made in the articles or to present any research that would prove even a single case of this allegedly “epidemic” syndrome. Instead of a reasoned response to the published articles, for nearly three years proponents of the so-called FMS hypothesis–including members, officials, and supporters of the False Memory Syndrome Foundation, Inc. (FMSF)–have waged a campaign of harassment, defamation, and psychological terrorism against me, my clients, staff, family, and other innocent people connected with me. These clearly are intended to (a) intimidate me and anyone associated with me; (b) terrorize and deter access to my psychotherapy clients; (c) encumber my resources; and (d) destroy my reputation publicly, in the business community, among my professional colleagues, and within national and international professional organizations. Before describing this highly orchestrated campaign, let me emphasize that I have never treated any member of this group or their families, and do not have any relationships to any of my counseling clients. Neither have I consulted to their cases nor do I bear any relation to the disclosures of memories of sexual abuse in their families. I had no prior dealings with any of this group before they began showing up at my offices with offensive and defamatory signs early in 1995. Ethics and Behavior, 8(2) pp. 161-187

Vocational guidance officers speak about scores necessary to get into university, how to calculate them, what band might be needed to get into various institutions, what countries they can offer information on, what courses are available. The post-school future they outline is entirely about getting into a university. There is nothing on alternative futures. The parents around me seem fine with this. Presumably they have academically successful children and have bought into the notion that raising a child is primarily about getting them to pass exams to enable them to be an economically productive unit in society. All those claims of building better humans, of being the best you can be, of following your passion, of learning to be inclusive and that everyone has something to offer, are all lies. It is simply about being a banker, IT or human resource person, sales manager, accountant, or a supportive spouse.

Peer into any corner of current American life, and you’ll find the positive-thinking outlook. From the mass-media ministries of evangelists such as Joel Osteen, Creflo Dollar, and T.D. Jakes to the millions-strong audiences of Oprah, Dr. Phil, and Mehmet Oz, from the motivational bestsellers and seminars of the self-help movement to myriad twelve-step programs and support groups, from the rise of positive psychology, mind-body therapies, and stress-reduction programs to the self-affirmative posters and pamphlets found on walls and racks in churches, human-resources offices, medical suites, and corporate corridors, this one idea—to think positively—is metaphysics morphed into mass belief. It is the ever-present, every-man-and-woman wisdom of our time. It forms the foundation of business motivation, self-help, and therapeutic spirituality, including within the world of evangelism. Its influence has remade American religion from being a salvational force to also being a healing one.

Thirty-nine-year-old moderately successful Human Resources Director. Interests include regency romances, reality TV, and baking large novelty birthday cakes for other people’s children. Hobbies include drinking Tia Maria and eating Turkish delight in the bath and dining out with her mum and dad. Wanted to be a ballerina but didn’t end up with a ballerina body; however, has been told she is an impressive dirty dancer when drunk. Knows her wine, so please just hand the wine list over. Godmother to nine children, member of two book clubs, Social Club Manager for the Australian Payroll Officers’ Association. Suffers from a severe blushing problem but is not shy and will probably end up better friends with your friends than you, which you’ll find highly irritating after we break up. Has recently become so worried about meeting the love of her life and having children before she reaches menopause that she has cried piteously in the middle of the night. But otherwise is generally quite cheerful and has on at least three separate occasions that she knows of been described as ‘Charming’. Yep, that about summed it up. What a catch.

Cash was running low, so I'd applied for a job as an administrative assistant for a nonprofit arts group. Without question, my organizational skills were as sharp as my vision, and I had no office experience to speak of. Luckily for me, none of this surfaced during the interview. 'Ryan, pretend it's a rough morning for a sec. Handle this situation for me. When you arrive at work to open the arts resource centre, several people are already at the door. Two clients want immediate help with grant applications - you know those artists, they just can't wait! - and a third wants to use our library, which isn't open till noon. Entering the office, you hear the phone is ringing and see the message light is blinking. The fax machine looks jammed again, and we're expecting an important document. Among the people waiting is a courier with a package you need to sign for. Think about it, though. The lights haven't been turned on yet, and the sign put out front. The alarm needs the code within a minute, too. So, wow, rough morning. I'd like to know what you'd do first.' 'First I'd tell everybody how weird this is. I'm in the same test situation from my job interview. What are the chances?' I started the next day.

People who worked and proselytized on behalf of homeless people formed a loose confederation, with one shared interest and many differing opinions. In recent years Jim had heard that some in the alliance claimed that the Program belonged to "the homelessness industry," which misspent resources that should be used for creating permanent supportive housing. Also that the Program was an insidious part of that status quo: It propped up an unjust system by successfully treating homeless people with diseases like AIDS, weakening one of the housing movement's chief arguments— "housing is health." Almost always the criticism came indirectly, from friends of friends. This was convenient for a person who hated confrontations. Jim could reply forcefully but indirectly, to a friend of the critic, or sometimes to me in the privacy of his office or car. Often he'd start by invoking Barbara, "The older I get, the more I realize how wise she was. I remember somebody coming into the clinic, and saying to Barbara, who was working like hell, 'What are we going to do to fix this problem of homelessness?' And she looked up and said, 'Are you kidding me? I'm too busy. Don't ask me a question like that.' That was her way of saying, 'Stop torturing me with what society isn't about to do. Let's just do the best we can right now and take care of these folks.

Space Rockets as Power Symbols The moon rocket is the climactic expression of the power system: the maximum utilization of the resources of science and technics for the achievement of a relatively miniscule result: the hasty exploration of a barren satellite. Space exploration by manned rockets enlarges and intensifies all the main components of the power system: increased energy, accelerated motion, automation, cyber-nation, instant communication, remote control. Though it has been promoted mainly under military pressure, the most vital result of moon visitation so far turns out to be an unsought and unplanned one-a full view of the beautiful planet we live on, an inviting home for man and for all forms of life. This distant view on television evoked for the first time an active, loving response from many people who had hitherto supposed that modern technics would soon replace Mother Earth with a more perfect, scientifically organized, electronically controlled habitat, and who took for granted that this would be an improvement. Note that the moon rocket is itself necessarily a megastructure: so it naturally calls forth such vulgar imitations as the accompanying bureaucratic obelisk (office building) of similar dimensions, shown here (left). Both forms exhibit the essentially archaic and regressive nature of the science-fiction mind.

When half his force advances and half withdraws he is attempting to decoy you. When his troops lean on their weapons, they are famished. When drawers of water drink before carrying it to camp, his troops are suffering from thirst. When the enemy sees an advantage but does not advance to seize it, he is fatigued. When birds gather above his camp sites, they are empty. When at night the enemy's camp is clamorous, he is fearful. They are boisterous to reassure themselves. When his troops are disorderly, the general has no prestige. When his flags and banners move about constantly he is in disarray. If the officers are short-tempered they are exhausted. When the enemy feeds grain to the horses and his men meat and when his troops neither hang up their cooking pots nor return to their shelters, the enemy is desperate. When the troops continually gather in small groups and whisper together the general has lost the confidence of the army. Too frequent rewards indicate that the general is at the end of his resources; too frequent punishments that he is in acute distress. If the officers at first treat the men violently and later are fearful of them, the limit of indiscipline has been reached. When the enemy troops are in high spirits, and, although facing you, do not join battle for a long time, nor leave, you must thoroughly investigate the situation.

If our young men miscarry in their first enterprises, they lose all heart. If the young merchant fails, men say he is ruined. If the finest genius studies at one of our colleges, and is not installed in an office within one year afterwards in the cities or suburbs of Boston or New York, it seems to his friends and to himself that he is right in being disheartened, and in complaining the rest of his life. A sturdy lad from New Hampshire or Vermont, who in turn tries all the professions, who  teams it, farms it, peddles, keeps a school, preaches, edits  a newspaper, goes to Congress, buys a township, and so forth, in successive years, and always, like a cat, falls on his feet, is worth a hundred of these city dolls. He walks abreast with his days, and feels no shame in not ‘studying a profession,’ for he does not postpone his life, but lives already. He has not one chance, but a hundred chances. Let a Stoic open the resources of man, and tell men they are not leaning willows, but can and must detach themselves; that with the exercise of self-trust, new powers shall appear; that a man is the word made flesh, born to shed healing to the nations, that he should  be ashamed of our compassion, and that the moment he acts from himself, tossing the laws, the books, idolatries, and customs out of the window, we pity him no more, but thank and revere him, — and that teacher shall restore the life of man to splendor, and make his name dear to all history.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

There is no natural safeguard in the English language against the faults of haste, distraction, timidity, dividedness of mind, modesty. English does not run on its own rails, like French, with a simply managed mechanism of knobs and levers, so that any army officer or provincial mayor can always, at a minute’s notice, glide into a graceful speech in celebration of any local or national event, however unexpected. The fact is that English has altogether too many resources for the ordinary person, and nobody holds it against him if he speaks or writes badly. The only English dictionary with any pretension to completeness as a collection of literary precedents, the Oxford English Dictionary, is of the size and price of an encyclopedia; and pocket-dictionaries do not distinguish sufficiently between shades of meaning in closely associated words: for example, between the adjectives ‘silvery’, ‘silvern’, ‘silver’, ‘silvered’, ‘argent’, ‘argentine’, ‘argentic’, ‘argentous’. Just as all practising lawyers have ready access to a complete legal library, so all professional writers (and every other writer who can afford it) should possess or have ready access to the big Oxford English Dictionary. But how many trouble about the real meanings of words? Most of them are content to rub along with a Thesaurus—which lumps words together in groups of so-called synonyms, without definitions—and an octavo dictionary. One would not expect a barrister to prepare a complicated insurance or testamentary case with only Everyman’s Handy Guide to the Law to help him; and there are very few books which one can write decently without consulting at every few pages a dictionary of at least two quarto volumes—Webster’s, or the shorter Oxford English Dictionary—to make sure of a word’s antecedents and meaning.

Type II trauma also often occurs within a closed context - such as a family, a religious group, a workplace, a chain of command, or a battle group - usually perpetrated by someone related or known to the victim. As such, it often involves fundamental betrayal of the relationship between the victim and the perpetrator and within the community (Freyd, 1994). It may also involve the betrayal of a particular role and the responsibility associated with the relationship (i.e., parent-child, family member-child, therapist-client, teacher-student, clergy-child/adult congregant, supervisor-employee, military officer-enlisted man or woman). Relational dynamics of this sort have the effect of further complicating the victim's survival adaptations, especially when a superficially caring, loving or seductive relationship is cultivated with the victim (e.g., by an adult mentor such as a priest, coach, or teacher; by an adult who offers a child special favors for compliance; by a superior who acts as a protector or who can offer special favors and career advancement). In a process labelled "selection and grooming", potential abusers seek out as potential victims those who appear insecure, are needy and without resources, and are isolated from others or are obviously neglected by caregivers or those who are in crisis or distress for which they are seeking assistance. This status is then used against the victim to seduce, coerce, and exploit. Such a scenario can lead to trauma bonding between victim and perpetrator (i.e., the development of an attachment bond based on the traumatic relationship and the physical and social contact), creating additional distress and confusion for the victim who takes on the responsibility and guilt for what transpired, often with the encouragement or insinuation of the perpetrator(s) to do so.

The next day, it was still raining when Lee issued his final order to his troops, known simply as General Orders Number 9. After four years of arduous service, marked by unsurpassed courage and fortitude, the Army of Northern Virginia has been compelled to yield to overwhelming numbers and resources. I need not tell the brave survivors of so many hard fought battles, who have remained steadfast to the last, that I have consented to the result from no distrust of them. But feeling that valor and devotion could accomplish nothing that would compensate for the loss that must have attended the continuance of the contest, I determined to avoid the useless sacrifice of those whose past services have endeared them to their countrymen. By the terms of the agreement officers and men can return to their homes and remain until exchanged. You will take with you the satisfaction that proceeds from the consciousness of duty faithfully performed, and I earnestly pray that a Merciful God will extended to you His blessing and protection. With an increasing admiration of your constancy and devotion to your country, and a grateful remembrance of your kind and generous considerations for myself, I bid you all an affectionate farewell. For generations, General Orders Number 9 would be recited in the South with the same pride as the Gettysburg Address was learned in the North. It is marked less by its soaring prose—the language is in fact rather prosaic—but by what it does say, bringing his men affectionate words of closure, and, just as importantly, what it doesn’t say. Nowhere does it exhort his men to continue the struggle; nowhere does it challenge the legitimacy of the Union government that had forced their surrender; nowhere does it fan the flames of discontent. In fact, Lee pointedly struck out a draft paragraph that could have been construed to do just that.

German voters never gave the Nazis a majority of the popular vote, as is still sometimes alleged. As we saw in the last chapter, the Nazis did indeed become the largest party in the German Reichstag in the parliamentary election of July 31, 1932, with 37.2 percent of the vote. They then slipped back to 33.1 percent in the parliamentary election of November 6, 1932. In the parliamentary election of March 6, 1933, with Hitler as chancellor and the Nazi Party in command of all the resources of the German state, its score was a more significant but still insufficient 43.9 percent. More than one German in two voted against Nazi candidates in that election, in the teeth of intimidation by Storm Troopers. The Italian Fascist Party won 35 out of 535 seats, in the one free parliamentary election in which it participated, on May 15, 1921. At the other extreme, neither Hitler nor Mussolini arrived in office by a coup d’état. Neither took the helm by force, even if both had used force before power in order to destabilize the existing regime, and both were to use force again, after power, in order to transform their governments into dictatorships (as we will see shortly). Even the most scrupulous authors refer to their “seizure of power,” but that phrase better describes what the two fascist leaders did after reaching office than how they got into office. Both Mussolini and Hitler were invited to take office as head of government by a head of state in the legitimate exercise of his official functions, on the advice of civilian and military counselors. Both thus became heads of government in what appeared, at least on the surface, to be legitimate exercises of constitutional authority by King Victor Emmanuel III and President Hindenburg. Both these appointments were made, it must be added at once, under conditions of extreme crisis, which the fascists had abetted. Indeed no insurrectionary coup against an established state has ever so far brought fascists to power. Authoritarian dictatorships have several times crushed such attempts.

The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

Zubaydah was transferred in 2006 to the Guantánamo Bay detention camp. The videotapes of his interrogations, along with recordings of the torture of other detainees, were ordered destroyed by the head of the CIA’s clandestine service, Jose Rodriguez, despite standing orders from the White House Counsel’s Office to preserve them. According to his attorney, Zubaydah, who remains in Guantánamo today, has “permanent brain damage,” has suffered hundreds of seizures, and “cannot picture his mother’s face or recall his father’s name.” Some might read this and say to themselves, “Who gives a damn what happened to a terrorist after what they did on September 11?” But it’s not about them. It never was. What makes us exceptional? Our wealth? Our natural resources? Our military power? Our big, bountiful country? No, our founding ideals and our fidelity to them at home and in our conduct in the world make us exceptional. They are the source of our wealth and power. Living under the rule of law. Facing threats with confidence that our values make us stronger than our enemies. Acting as an example to other nations of how free people defend their liberty without sacrificing the moral conviction upon which it is based, respect for the dignity possessed by all God’s children, even our enemies. This is what made us the great nation we are. My fellow POWs and I could work up very intense hatred for the people who tortured us. We cussed them, made up degrading names for them, swore we would get back at them someday. That kind of resistance, angry and pugnacious, can only carry you so far when your enemy holds most of the cards and hasn’t any scruples about beating the resistance out of you however long it takes. Eventually, you won’t cuss them. You won’t refuse to bow. You won’t swear revenge. Still, they can’t make you surrender what they really want from you, your assent to their supremacy. No, you don’t have to give them that, not in your heart. And your last resistance, the one that sticks, the one that makes the victim superior to the torturer, is the belief that were the positions reversed you wouldn’t treat them as they have treated you. The ultimate victim of torture is the torturer, the one who inflicts pain and suffering at the cost of their humanity.

The difference between a dictator and a true leader, is in intention. Given enough resources anybody can manipulate the minds of the masses and become their chosen authority, for the masses rarely look past the veil of the candidate's charm. And this is more evident today than ever, as a psychologically unfit misogynistic bully has swayed his way into the oval office with nothing but charm and charisma. So, basically we live in a society where a bully can become the authority of a great nation, the history of which is filled with true leaders who were the forerunners of humanitarian glory and real progress - these leaders were not simply the leaders of a country, or a party, but they were and still remain in the heart of the civilized humans as the leaders of humanity. They were the torch-bearers of egalitarianism and their light spread across the globe and touched countless lives with the warmth of humaneness. They lived among the masses but they didn't let the prejudices of the masses become their own, let alone infect the masses with more prejudices, unlike today's so-called leadership in America. They made America truly a great nation, by turning it into a symbol of liberty and acceptance, and today that very greatness is at stake, as the primitive evils of prejudices and discriminations have once again begun to creep into its backbone, through the words and actions of its very so-called leader. This is not a threat to democracy, for democracy itself at our current evolutionary stage, is a threat to our progress, rather it is a threat to the heritage of every single act of kindness, reasoning and acceptance ever committed in the history of humanity. The masses are existentially allowed to talk nonsense and advocate prejudices, but when an authority of the masses begins to talk nonsense and advocate prejudice and bigotry, it is an existential crisis for not just those masses but all humans around the world, with implications of catastrophic proportions. A leader is to take away prejudices from the psychological edifice of a country - a leader is to uplift a country, that is, a people, while warming their minds with the gentle flames of love, acceptance and reasoning. In fact, that's the only kind of true leadership there is, rest are just uncivilized tribalism that brings along more and more conflicts in the heart of the people within a country as well as outside of it.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Men are not content with a simple life: they are acquisitive, ambitious, competitive, and jealous; they soon tire of what they have, and pine for what they have not; and they seldom desire anything unless it belongs to others. The result is the encroachment of one group upon the territory of another, the rivalry of groups for the resources of the soil, and then war. Trade and finance develop, and bring new class-divisions. "Any ordinary city is in fact two cities, one the city of the poor, the other of the rich, each at war with the other; and in either division there are smaller ones - you would make a great mistake if you treated them as single states". A mercantile bourgeoisie arises, whose members seek social position through wealth and conspicuous consumption: "they will spend large sums of money on their wives". These changes in the distribution of wealth produce political changes: as the wealth of the merchant over-reaches that of the land-owner, aristocracy gives way to a plutocratic oligarchy - wealthy traders and bankers rule the state. Then statesmanship, which is the coordination of social forces and the adjustment of policy to growth, is replaced by politics, which is the strategy of parts and the lust of the spoils of office. Every form of government tends to perish by excess of its basic principle. Aristocracy ruins itself by limiting too narrowly the circle within which power is confined; oligarchy ruins itself by the incautious scramble for immediate wealth. In rather case the end is revolution. When revolution comes it may seem to arise from little causes and petty whims, but though it may spring from slight occasions it is the precipitate result of grave and accumulated wrongs; when a body is weakened by neglected ills, the merest exposure may bring serious disease. Then democracy comes: the poor overcome their opponents, slaughtering some and banishing the rest; and give to the people an equal share of freedom and power. But even democracy ruins itself by excess – of democracy. Its basic principle is the equal right of all to hold office and determine public policy. This is at first glance a delightful arrangement; it becomes disastrous because the people are not properly equipped by education to select the best rulers and the wisest courses. As to the people they have no understanding, and only repeat what their rulers are pleased to tell them; to get a doctrine accepted or rejected it is only necessary to have it praised or ridiculed in a popular play (a hit, no doubt, at Aristophanes, whose comedies attacked almost every new idea). Mob-rule is a rough sea for the ship of state to ride; every wind of oratory stirs up the waters and deflects the course. The upshot of such a democracy is tyranny or autocracy; the crowd so loves flattery, it is so “hungry for honey” that at last the wiliest and most unscrupulous flatterer, calling himself the “protected of the people” rises to supreme power. (Consider the history of Rome). The more Plato thinks of it, the more astounded he is at the folly of leaving to mob caprice and gullibility the selection of political officials – not to speak of leaving it to those shady and wealth-serving strategists who pull the oligarchic wires behind the democratic stage. Plato complains that whereas in simpler matters – like shoe-making – we think only a specially-trained person will server our purpose, in politics we presume that every one who knows how to get votes knows how to administer a city or a state.

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.

It’s Time to Split HR 500 words HBR article by Ram Charan, July–August Many CEOs are disappointed with their HR departments. Charan proposes a radical solution: Eliminate the position of chief human resources officer and split HR into two functions: HR-A (administration), which would manage compensation and benefits and report to the CFO, and HR-LO (leadership and organization), which would focus on improving people capabilities and report to the CEO. Here’s what our readers had to say:

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

Some grant programs are structured as competitions. New York City’s Industrial Growth Initiative, now in its second year, is a two-stage process that requires businesses to attend a growth workshop and then apply for a more in-depth workshop series covering topics like human resources and marketing. The program culminates with a business plan competition, where participants put what they have learned to work and create expansion plans to guide their next stage of growth. The plans are pitched to an audience of judges and business leaders, and three winners split a $150,000 prize. One recent winner was Eric Campione, chief administrative officer for P.A.C. Plumbing, Heating, & Air Conditioning. Mr. Campione submitted a plan to bring the third-generation family-owned business on Staten Island into the digital age with new technology, such as iPads for field technicians. It is about more than money, though.

No Some Yes G. Overall Performance Objective Is the performance objective: ___ ___ ___ 1. Clear (you/others can construct an assessment to test learners)? ___ ___ ___ 2. Feasible in the learning and performance contexts (time, resources, etc)? ___ ___ ___ 3. Meaningful in relation to goal and purpose for instruction (not insignificant)? H. (Other) ___ ___ ___ 1. Your complete list of performance objectives becomes the foundation for the next phase of the design process, developing criterion-referenced test items for each objective. The required information and procedures are described in Chapter 7. Judge the completeness of given performance objectives. Read each of the following objectives and judge whether it includes conditions, behaviors, and a criterion. If any element is missing, choose the part(s) omitted. 1. Given a list of activities carried on by the early settlers of North America, understand what goods they produced, what product resources they used, and what trading they did. a. important conditions and criterion b. observable behavior and important conditions c. observable behavior and criterion d. nothing 2. Given a mimeographed list of states and capitals, match at least 35 of the 50 states with their capitals without the use of maps, charts, or lists. a. observable response b. important conditions c. criterion performance d. nothing 3. During daily business transactions with customers, know company policies for delivering friendly, courteous service. a. observable behavior b. important conditions c. criterion performance d. a and b e. a and c 4. Students will be able to play the piano. a. important conditions b. important conditions and criterion performance c. observable behavior and criterion performance d. nothing 5. Given daily access to music in the office, choose to listen to classical music at least half the time. a. important conditions b. observable behavior c. criterion performance d. nothing Convert instructional goals and subordinate skills into terminal and subordinate objectives. It is important to remember that objectives are derived from the instructional goal and subordinate skills analyses. The following instructional goal and subordinate skills were taken from the writing composition goal in Appendix E. Demonstrate conversion of the goal and subordinate skills in the goal analysis by doing the following: 6. Create a terminal objective from the instructional goal: In written composition, (1) use a variety of sentence types and accompanying punctuation based on the purpose and mood of the sentence, and (2) use a variety of sentence types and accompanying punctuation based on the complexity or structure of the sentence. 7. Write performance objectives for the following subordinate skills: 5.6 State the purpose of a declarative sentence: to convey information 5.7 Classify a complete sentence as a declarative sentence 5.11 Write declarative sentences with correct closing punctuation. Evaluate performance objectives. Use the rubric as an aid to developing and evaluating your own objectives. 8. Indicate your perceptions of the quality of your objectives by inserting the number of the objective in either the Yes or No column of the checklist to reflect your judgment. Examine those objectives receiving No ratings and plan ways the objectives should be revised. Based on your analysis, revise your objectives to correct ambiguities and omissions. P

Universities use their endowments to finance a range of activities, from scholarships to building projects. Harvard has promised to use its financial resources to make sure that anyone can afford to attend. Harvard did not give a reason for Ms. Mendillo’s departure. In an interview, Ms. Mendillo, a former chief investment officer of Wellesley College who spent an earlier 15-year period at the Harvard Management Company, said she felt the time was right to move on. “We’ve made a great recovery from the financial crisis, we’ve repositioned the portfolio and we’ve built a great team,” she said.

You may be thinking that your company has a human resources person who will keep you out of trouble. This is a dangerous misconception. Whether your company has a massive Human Resources Department with hundreds of representatives or a small office with just a single representative, these HR reps are not your advocates. They work for the company, not for you.

Privacy and pollution are similar problems. Both cause harm that is invisible and pervasive. Both result from exploitation of a resource--whether it is land, water, or information. Both suffer from difficult attribution. It is not easy to identify a single pollutant or a single piece of data that caused harm. Rather, the harm often comes from an accumulation of pollutants, or an assemblage of data. And the harm of both pollution and privacy is collective. No one person bears the burden of all pollution; all of society suffers when the air is dirty and the water undrinkable. Similarly, we all suffer when we live in fear that our data will be used against us by companies trying to exploit us or police officers sweeping us into a lineup. (212-213)

All we believe is the roads, the bridges, the railways, the electricity they build only on televisions. I always ask my self these questions: 1. Where are the roads? ✏The Abuja - Lokoja road was awarded by Obasanjo's administration. He spent 8 years in the office. Then Yaradua and Goodluck spent another 4 years. Now if Goodluck is elected, he will be spending another 8 years. This will amount to 20 years and 180 km road is yet to be completed. ✏Enugu - Onitsha road was also awarded by the Obasanjo administration and till date, a journey that is supposed to take 45 minutes can take you 8 hours if it rains. ✏Enugu- PH road is on the same series. ✏What about Uyo - Calabar route? Just to mention a few. 2. Where is the power? They sold all the NEPA to their friends. We pay for the light that was not supplied. 3. Our education and health system go bad everyday. Lecturers and Health workers spent more time at home than in the schools and hospitals as a result of incessant strikes. 4. The government failed to provide us with security. People are being killed everyday and yet government comes out to tell us they are in control. 5. Why are we pretending that all is well? It is only in Nigeria where monies develop wings and fly. $20 billion oil money disappeared and they said it was $10 billion. Forensic investigators were hired and that was the end of the story. N20 billion pension fund stolen and nothing came out of it. $9.3 million seized in South Africa and government claimed it was meant for ammunition purchase. The immigration scandal has also been swept under the carpet because the senate could not proceed with their investigation. The man behind the contract is sitting among the high seats in the senate. Innocent people were defrauded and they at the same time lost their lives yet, we have a transparent governance. 6. Why are we praising government as if they are doing whatever with their personal money. How many people in their various communities have they provided scholarship with their personal money before they got elected? The reason they got elected is to manage our resources and not to loot us dry. One thing I know is that we will not have any meaningful development except if we make a CHANGE.

Be very generous with the resources they need to do their work. Be stingy with the stuff that doesn’t matter, like fancy furniture and big offices, but invest in the stuff that does.

this information without sharing it with me? This is all new information to me. I feel sandbagged.” To his relief and slight embarrassment, I pointed out that it was his own information. We had merely given it some analytical horsepower, in the spirit of broadened collaboration. After that, he became more trustful of the CNC, and a number of his senior leaders became major supporters of the center. Beyond this new trust and cooperation among federal agencies, the other new and innovative component of the linear strategy was the way we started dealing with our liaison partners in foreign intelligence agencies. Brian Bramson, a veteran CIA operations officer and Latin America hand, led the way here—and has never been fully recognized for this achievement. Traditionally, we tried to give liaison partners as little support and intelligence as we could get away with to stay in the game. We did not want to develop their skills to the point where they could jeopardize our other unilateral operations if they turned against us. I understood this reluctance, having seen trusted liaison partners become criminal liabilities. Nevertheless, when it came to attacking drug cartels at the CNC in the early 1990s, we made a decision to truly build up liaison capabilities and share with the locals even high-end resources—everything that could be used to damage the narcotic-trafficking networks. Our strategy was to use our liaison partners as a genuine force multiplier. Combining their on-the-ground knowledge, language abilities, and existing networks with our skills, training, and equipment, we went from minimal bilateral liaison to enhanced multilateral liaison. “The kind of information we were looking for had to be gathered in-country by our good liaison contacts that we trusted … liaison relationships were key,” Brian Bramson said.5 Soon we were building powerful and effective

Virginia "to set up three iron works" in view of the fact of "proofe having been made of the extraordinary goodnesse of that iron." This was further manifestation of the continuing interest in Virginia resources, particularly iron. This apparently led to the establishment at Falling Creek of the first regular ironworks within the Colony. These workmen, equipped "with all Materials and other provisions therunto belonging," were under the direction, care, and charge of a Captain Bluett (Blewet) with whom the Company had contracted. His death, along with that of the "principall officers and cheife men," created some confusion. Yeardley promised to do what he could with this company since he had found "an excellent water and good oare." The lack of "good understanding workers" was, however, serious.

When we do not sleep enough or when we are tired or exhausted, for example after a day of work in an open office, it is our reflecting brain that is tired and it is our cognitive resources that are depleted. This is even visible in brain scans where we can see that the part of the brain that moderates the emotional brain is too sleepy to do its job. [321] This not only has a negative impact on the quality of our thinking, but since our reflecting brain then has difficulties regulating our emotional reflex brain our emotions become more primitive and exaggerated, we become over-reactive, over-emotional towards negative stimuli and are much less able to see negative things in their proper context. It also leads to a decrease in emotional intelligence in general and less socially intelligent behavior, due to a lessening of our intrapersonal awareness, interpersonal skills, emotion management, empathy and moral judgment. [322] A well-researched aspect is that with a lack of sleep we have greater difficulties appraising emotional facial expressions, [323] which of course reduces our ability to react in an emotionally and socially intelligent way.

Gifts Make the Tribe The biblical proscription against usury goes all the way back to Moses. The rule was simple: you couldn't charge interest on a loan to anyone in your tribe. Strangers, on the other hand, paid interest. This isn't a matter of ancient biblical archeology; the edict against interest stuck for thousands of years, until around the time of Columbus. It's worth taking a minute to understand the reasoning here. If money circulates freely within the tribe, the tribe will grow prosperous more quickly. I give you some money to buy seeds, your farm flourishes, and now we both have money to give to someone else to invest. The faster the money circulates, the better the tribe does. The alternative is a tribe of hoarders, with most people struggling to find enough resources to improve productivity. Obviously, there's another force at work here. When I make an interest-free loan to you, I'm trusting you and giving you a gift at the same time. This interaction increases the quality of our bond and strengthens the community. Just as you wouldn't charge your husband interest on a loan, you don't charge a tribe member. Strangers, on the other hand, are not to be trusted. Going further, strangers don't deserve the bond that the gift brings. It would turn the stranger into a tribe member, and the tribe is already too big. If I loan money to a stranger, I'm doing it for one reason: to make money. I risk my money, and if all goes well, we both profit. But there's no bond here, no connection. One reason that art has so much power is that it represents the most precious gift we can deliver. And delivering it to people we work with or connect with strengthens our bond with them. It strengthens the tribal connection. When you walk into your boss's office and ask for advice, she doesn't charge you an hourly fee, even if she's a corporate coach or a psychoanalyst, even if you want help with a personal problem. The gift of her time and attention and insight is just that--a gift. As a result, the bond between you strengthens.

My job is not to micromanage my team, but to craft a vision based on the business goals of the company and encourage the HR leaders who report to me to be brave, innovative, and proactive in pursuit of that common vision.

Correctional officers, who lack resources for caring for the elderly, are also systematically hostile to providing medical treatment of prisoners, even though “the graying of the prison population has become a national epidemic afflicting states around the country—from California to Missouri to Florida.

Correlations made by big data are likely to reinforce negative bias. Because big data often relies on historical data or at least the status quo, it can easily reproduce discrimination against disadvantaged racial and ethnic minorities. The propensity models used in many algorithms can bake in a bias against someone who lived in the zip code of a low-income neighborhood at any point in his or her life. If an algorithm used by human resources companies queries your social graph and positively weighs candidates with the most existing connections to a workforce, it makes it more difficult to break in in the first place. In effect, these algorithms can hide bias behind a curtain of code. Big data is, by its nature, soulless and uncreative. It nudges us this way and that for reasons we are not meant to understand. It strips us of our privacy and puts our mistakes, secrets, and scandals on public display. It reinforces stereotypes and historical bias. And it is largely unregulated because we need it for economic growth and because efforts to try to regulate it have tended not to work; the technologies are too far-reaching and are not built to recognize the national boundaries of our world’s 196 sovereign nation-states. Yet would it be best to try to shut down these technologies entirely if we could? No. Big data simultaneously helps solve global challenges while creating an entirely new set of challenges. It’s our best chance at feeding 9 billion people, and it will help solve the problem of linguistic division that is so old its explanation dates back to the Old Testament and the Tower of Babel. Big data technologies will enable us to discover cancerous cells at 1 percent the size of what can be detected using today’s technologies, saving tens of millions of lives. The best approach to big data might be one put forward by the Obama campaign’s chief technology officer, Michael Slaby, who said, “There’s going to be a constant mix between your qualitative experience and your quantitative experience. And at times, they’re going to be at odds with each other, and at times they’re going to be in line. And I think it’s all about the blend. It’s kind of like you have a mixing board, and you have to turn one up sometimes, and turn down the other. And you never want to be just one or the other, because if it’s just one, then you lose some of the soul.” Slaby has made an impressive career out of developing big data tools, but even he recognizes that these tools work best when governed by human judgment. The choices we make about how we manage data will be as important as the decisions about managing land during the agricultural age and managing industry during the industrial age. We have a short window of time—just a few years, I think—before a set of norms set in that will be nearly impossible to reverse. Let’s hope humans accept the responsibility for making these decisions and don’t leave it to the machines.

If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.

He couldn't work, as such, but needed to flex himself somehow in ways that felt like work, he thought. Lacking credentials and sight he could not teach, for example. Even reading a cold-call script would be out, although he'd heard of a resourceful blind man who went to the social security office and suggested, "Give me either a job or just my damned check," and received the former, skillfully handling mediation assignments.

Bizarre and Surprising Insights—Consumer Behavior Insight Organization Suggested Explanation7 Guys literally drool over sports cars. Male college student subjects produce measurably more saliva when presented with images of sports cars or money. Northwestern University Kellogg School of Management Consumer impulses are physiological cousins of hunger. If you buy diapers, you are more likely to also buy beer. A pharmacy chain found this across 90 days of evening shopping across dozens of outlets (urban myth to some, but based on reported results). Osco Drug Daddy needs a beer. Dolls and candy bars. Sixty percent of customers who buy a Barbie doll buy one of three types of candy bars. Walmart Kids come along for errands. Pop-Tarts before a hurricane. Prehurricane, Strawberry Pop-Tart sales increased about sevenfold. Walmart In preparation before an act of nature, people stock up on comfort or nonperishable foods. Staplers reveal hires. The purchase of a stapler often accompanies the purchase of paper, waste baskets, scissors, paper clips, folders, and so on. A large retailer Stapler purchases are often a part of a complete office kit for a new employee. Higher crime, more Uber rides. In San Francisco, the areas with the most prostitution, alcohol, theft, and burglary are most positively correlated with Uber trips. Uber “We hypothesized that crime should be a proxy for nonresidential population.…Uber riders are not causing more crime. Right, guys?” Mac users book more expensive hotels. Orbitz users on an Apple Mac spend up to 30 percent more than Windows users when booking a hotel reservation. Orbitz applies this insight, altering displayed options according to your operating system. Orbitz Macs are often more expensive than Windows computers, so Mac users may on average have greater financial resources. Your inclination to buy varies by time of day. For retail websites, the peak is 8:00 PM; for dating, late at night; for finance, around 1:00 PM; for travel, just after 10:00 AM. This is not the amount of website traffic, but the propensity to buy of those who are already on the website. Survey of websites The impetus to complete certain kinds of transactions is higher during certain times of day. Your e-mail address reveals your level of commitment. Customers who register for a free account with an Earthlink.com e-mail address are almost five times more likely to convert to a paid, premium-level membership than those with a Hotmail.com e-mail address. An online dating website Disclosing permanent or primary e-mail accounts reveals a longer-term intention. Banner ads affect you more than you think. Although you may feel you've learned to ignore them, people who see a merchant's banner ad are 61 percent more likely to subsequently perform a related search, and this drives a 249 percent increase in clicks on the merchant's paid textual ads in the search results. Yahoo! Advertising exerts a subconscious effect. Companies win by not prompting customers to think. Contacting actively engaged customers can backfire—direct mailing financial service customers who have already opened several accounts decreases the chances they will open more accounts (more details in Chapter 7).

TRAGIC RACISM HERETOFORE IGNORED Rich and poor have this in common: The Lord is the Maker of them all. Proverbs 22:2 Planned Parenthood’s founder Margaret Sanger was a racial eugenicist, a proponent of the idea that through birth control, abortion, and sterilization of the “unfit” we could create a “cleaner” human race and enable “the cultivation of the better racial elements.” She actually addressed this with the Ku Klux Klan. Yet far from repudiating Sanger, liberal leaders defend her. Hillary Clinton expresses great admiration for her; Barack Obama praises Planned Parenthood and asks God to bless what they do; the New York Times has mentioned Sanger as a replacement for Andrew Jackson on the twenty-dollar bill. When the media went into hysterics trying to ban the Confederate Battle Flag—while simultaneously ignoring the revelations about Planned Parenthood harvesting the organs of aborted babies, and babies born alive, for profit—I posted a graphic of the rebel flag alongside the Planned Parenthood logo with this question: “Which symbol killed 90,000 black babies last year?” Our government—using your tax dollars—is not to be subsidizing abortion. It’s illegal and immoral. Yet, Planned Parenthood receives more than a million tax dollars out of your pocket every single day. It shouldn’t get a penny. Good news: light now shines on this darkness. The abortionists were caught on tape nibbling lunch and sipping wine while nonchalantly pondering where to spend the profits made from bartering the bodies of innocent babies . . . just another day at the office. I know that it sounds unbelievable, like something from a macabre horror movie script—but the exposé must stir you to action, lest a nation, through complacency, accept the most revolting mission of Margaret Sanger. SWEET FREEDOM IN Action Today, don’t just pray for unborn children. Demand that Congress stop funding abortion mills; elect a pro-life president; support pro-life centers that provide resources to give parents a real choice in this debate—knowing that choosing life is ultimately the beautiful choice.

The Jewish Stake in America’s Changing Demography: Reconsidering a Misguided Immigration Policy By Stephen Steinlight Many new immigrants are and remain, in effect, primarily citizens of their home countries and resident aliens in America, here merely to benefit from American resources and return income to the home country before returning themselves. (There are even cases of immigrants to the United States that hold political office in their home countries!)

In 2014—like those Nigerian officers who kept ghost soldiers on their budgets—Military Professional Resources Inc. billed the U.S. government for hours supposedly worked by employees who were actually home on leave.

No one replied from inside. ‘Shit,’ she muttered. They were calling her bluff. They knew that getting a squad of officers out there with sniffer dogs to go through and dismantle fifty squats only for the inhabitants to be arrested and back out on the streets in a day — and for the tents to pop back up right after — was a huge waste of time and resources that DCI Smith would never approve. It looked like they were on their own for this one.  Jamie set her jaw and inhaled. ‘Now what?’ Roper asked. She knelt down and double-knotted her laces.  Eyes wide, Jamie. ‘Now we do it the old-fashioned way.’ She stretched her shoulders and shook out her feet, shrugging off the tension building in her chest and stepped into the muddy passageway between two tents.  The pale November light died behind them. The low-hanging outer girders shielded the sky, the tarps strung up around them catching the rest.  It was darkness inside and the claustrophobic feel of rustling top sheets and rattling breath compounded the sense of unease coiled around Jamie’s spine.  They stepped carefully, Jamie at the vanguard and Roper behind.  She didn’t know where she was going, and moving methodically through this place wasn’t possible. Every pathway led deeper into the labyrinth and most of the time dead-ended in a cul-de-sac of shelter entrances.  There was no way she could systematically cross off the wrong turns.  Roper was muttering and swearing behind her as he stepped in brown puddles and crunched syringes under his heels.

We remember the martyrs who died for a cause that we knew about, never those no less effective in their contribution but whose cause we were never aware of—precisely because they were successful. Our ingratitude toward the poètes maudits fades completely in front of this other type of thanklessness. This is a far more vicious kind of ingratitude: the feeling of uselessness on the part of the silent hero. I will illustrate with the following thought experiment. Assume that a legislator with courage, influence, intellect, vision, and perseverance manages to enact a law that goes into universal effect and employment on September 10, 2001; it imposes the continuously locked bulletproof doors in every cockpit (at high costs to the struggling airlines)—just in case terrorists decide to use planes to attack the World Trade Center in New York City. I know this is lunacy, but it is just a thought experiment (I am aware that there may be no such thing as a legislator with intellect, courage, vision, and perseverance; this is the point of the thought experiment). The legislation is not a popular measure among the airline personnel, as it complicates their lives. But it would certainly have prevented 9/11. The person who imposed locks on cockpit doors gets no statues in public squares, not so much as a quick mention of his contribution in his obituary. “Joe Smith, who helped avoid the disaster of 9/11, died of complications of liver disease.” Seeing how superfluous his measure was, and how it squandered resources, the public, with great help from airline pilots, might well boot him out of office. Vox clamantis in deserto. He will retire depressed, with a great sense of failure. He will die with the impression of having done nothing useful.

If crime is concentrated on a few percent of the city streets,” Weisburd asked, “why the hell are you wasting resources everywhere? If it’s coupled to those places and doesn’t move easily, even more so.” The coupling theorists believed they had solved the problem that had so confounded the earlier days of preventive patrol. How do you effectively patrol a vast urban area with a few hundred police officers? Not by hiring more police officers, or by turning the entire city into a surveillance state. You do it by zeroing in on those few specific places where all the crime is.

An internal Justice Department report, The Office of Special Investigations: Striving for Accountability in the Aftermath of the Holocaust, by Judy Feigin, which I first wrote about in the New York Times in 2010, provided the impetus for this book and proved an exhaustive resource. U.S. Intelligence and the Nazis, by Richard Breitman, Norman J. W. Goda, Timothy Naftali, and Robert Wolfe, was indispensable as well.

In order for discipline to work, the disciplinarian needs to: a) be present at the time of the rule violation and not stuck in an office doing email or at a meeting full of exhortations; b) see the rule violation and not have eyes fixed on some clipboard checklist completing a form; and c) choose to go through the awkward and lengthy process of confronting the worker, completing more forms, dealing with human resources, and experiencing the inevitable backlash from the work team.

Nazi officials felt free to take more violent action than they had done in the western campaigns of 1940, first against the enemies of the regime, then against fascism’s conservative allies, and eventually against the German people themselves, in an ecstasy of terminal destruction. Whereas in traditional authoritarian war regimes, the army tends to extend its control, as it did in the German Reich during 1917–18 and in Franco’s Spain, the German army lost control of occupation policy in the east after 1941, as we have seen, to the Nazi Party’s parallel organizations. Party radicals felt free to express their hatreds and obsessions in ways that were foreign to the traditions of the state services. The issue here is not simply one of moral sensitivity; some officers and civil servants were appalled by SS actions in the conquered territories, while others went along because of group solidarity or because they had become hardened. It was to some degree an issue of turf. It would be unthinkable for a traditional military dictatorship to tolerate the incursions of amateurish party militias into military spheres that Hitler—and even, in Ethiopia, Mussolini—permitted. Here we enter a realm where the calculations of interest that arguably governed the behavior of both the Nazis and their allies under more ordinary circumstances in the exercise of power no longer determined policy. At this ultimate stage an obsessed minority is able to carry out its most passionate hatreds implacably and to the ultimate limit of human experience. Liberation from constraints permitted a hard core of the movement’s fanatics to regain the upper hand over their bourgeois allies and carry out some of the initial radical projects. At the outposts of empire, fascism recovered the face-to-face violence of the early days of squadrismo and SA street brawling. One must resist the temptation at this final stage to revert to a highly personalized way of looking at the exercise of power in fascist regimes, with its discredited notions of hoodlums kidnapping the state. The Nazi regime was able to pursue the war with ever mounting intensity only with the continued complicity of the state services and large sectors of the socially powerful. Fascist radicalization, finally, cannot be understood as a rational way to persuade a people to give their all to a war effort. It led Nazi Germany into a runaway spiral that ultimately prevented rational war making, as vital resources were diverted from military operations to the murder of the Jews. Finally radicalization denies even the nation that is supposed to be at fascism’s heart. At the end, fanatical fascists prefer to destroy everything in a final paroxysm, even their own country, rather than admit defeat. Prolonged fascist radicalization over a very long period has never been witnessed. It is even hard to imagine. Can one suppose that even Hitler could keep up the tension into old age? Arranging the succession to a senescent fascist leader is another intriguing but, so far, hypothetical problem. The more normal form of succession to a fascist regime is likely to be decay into a traditional authoritarianism. At that point, there can be progressive liberalization as in post-Franco Spain or perhaps revolution (as in post-Salazar Portugal). But orderly succession is clearly far more of a problem with fascism than with other forms of rule, even communism. Fascism is, in the last analysis, destabilizing. In the long run, therefore, it was not really a solution to the problems of frightened conservatives or liberals. The final outcome was that the Italian and German fascist regimes drove themselves off a cliff in their quest for ever headier successes. The fascisms we know seem doomed to destroy themselves in their headlong, obsessive rush to fulfill the “privileged relation with history” they promised their people.

The Jacob K. Javits Gifted and Talented Students Education Act (PL 100–297) was passed in 1988. The Javits Act states that “gifted and talented students are a national resource vital to the future of the Nation and its security and well-being” [Sec. 4102 (a) (1)]. This legislation reestablished the Office of the Gifted and Talented (originally created in 1974) and founded a national research center focusing on gifted children, demonstration projects in gifted education, and efforts aimed at identifying and serving pupils with gifts and talents from traditionally underrepresented groups. In the early 1990s, the Office of Educational Research and Improvement in the U.S. Department of Education issued National Excellence: A Case for Developing America’s Talent (Ross, 1993), the second national report on gifted children. The National Research Center on the Gifted and Talented generated research that was used by decision makers to design and implement policy and enact legislation. The demonstration projects focused on developing talents in areas with a large percentage of children who have been underrepresented in gifted services.

Saudi ambassador in 2011. Is this payback? I don’t know. So they can’t be ruled out. But the National Counterterrorism Center is working on the problem as we speak.” “Look, I’m meeting with the Director of National Intelligence. He’ll want some details. He’ll also want to know how this was possible. How could this happen?” “That’s what I intend to find out.” “Then again,” O’Donoghue said, shaking his head, “is it possible there’s a problem in our ranks?” Meyerstein saw where this was going. “I hear what you’re saying.” O’Donoghue shrugged. “Just playing devil’s advocate.” “I agree we can’t discount such a possibility.” The Director leaned back in his seat and stared at her. “I’m intrigued you think a foreign government might be behind this. What’s your rationale?” “Luntz’s area of expertise makes him valuable to any government. But the fact that he specifically asked to speak to the FBI so urgently makes me think something else is afoot—and that’s why they want to silence him.” O’Donoghue nodded. “Taken from right under our noses. Very audacious. And dangerous.” Meyerstein nodded. “Tell me more about Connelly. Was he new?” “Just a few months with us, sir. Was based in Seattle for a couple of years before being posted here.” “Married?” “Young wife, two kids.” O’Donoghue turned and stared out of his window over the Washington skyline. “I want the bastards who did this, Martha. You have whatever resources you want.” “Sir, my team will also be alive to the possibility another story is playing out. I’m of course talking about national security. We can’t rule that out.” Meyerstein got up out of her seat. “Oh, Martha?” he said. “Yes, sir?” “Let’s do this right. And let’s nail those responsible.” “Count on it, sir.” Meyerstein walked out of the office and took the elevator down two floors to where Roy Stamper was standing waiting for her, unsmiling. He was wearing his customary navy suit, white shirt, navy silk tie, and highly polished black leather shoes. He had been with the FBI since he was headhunted after graduating from Duke, coming top of his class at law school. They had both started training at the FBI’s academy at Quantico at the same time. He wasn’t a great mixer. Never had been. He was quiet, but unlike her errant husband, he was a great family man. Her own father, despite being a workaholic like her, was the same, trying to take time out of his punishing schedule to meet her mother for lunch or supper. Her father was devoted to her mother. He liked being with her. He liked being around her. They looked relaxed in each other’s company. Martha could see that. She’d never felt that with her own husband. He’d never wanted to share a glass of wine with her when