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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

Appraisal – the best resources will get the worst result

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. 

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.

I wanted to tell Donna that it wasn’t her business what that family bought or ate or wore and that I hated when cashiers at the supermarket said, “On your EBT?” loud enough for people in line behind me to hear. I wanted to tell her that undocumented people couldn’t receive food benefits or tax refunds, even though they paid taxes. They couldn’t receive any government benefits at all. Those were available only for people who were born here or who had obtained the documents to stay. So those children, whose parents had risked so much to give them a good life, were citizens who deserved every bit as much government help as my daughter did. I knew this because I’d sat beside them in countless government offices. I overheard their conversations with caseworkers sitting behind glass, failing to communicate through a language barrier. But these attitudes that immigrants came here to steal our resources were spreading, and the stigmas resembled those facing anyone who relied on government assistance to survive. Anyone who used food stamps didn’t work hard enough or made bad decisions to put them in that lower-class place. It was like people thought it was on purpose and that we cheated the system, stealing the money they paid toward taxes to rob the government of funds. More than ever, it seemed, taxpayers—including my client—thought their money subsidized food for lazy poor people.

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.

whether lack of privacy isn’t the worst thing about a small town, and she says, And also the best. I love going to the post office in the morning and knowing everybody. The only time we honk a car horn is with a wave. It’s touching when somebody asks about my son or my dad’s health. We can’t afford not to care about other people in a place this small. Our survival, in a way, depends on minimizing privacy because the lack of it draws us into each other’s lives, and that’s a major resource in a little town where there aren’t a thousand entertainments. There’s an elderly man who lost his little granddaughter to a drunk, a hit-and-run driver, a few months ago. Every time the old gentleman comes into the Emma Chase, he retells the story, and every time people listen. What’s that worth to a person? Or to a community? A café like this serves to bond us.

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

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.

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

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.

But as Bill Gates said to us when Mark and I met with him in his Seattle-area office, “People invest in high-probability scenarios: the markets that are there. And these low-probability things that maybe you should buy an insurance policy for by investing in capacity up front, don’t get done. Society allocates resources primarily in this capitalistic way. The irony is that there’s really no reward for being the one who anticipates the challenge.” Every time there is a new, serious viral outbreak, such as Ebola in 2012 and Zika in 2016, there is a public outcry, a demand to know why a vaccine wasn’t available to combat this latest threat. Next a public health official predicts a vaccine will be available in x number of months. These predictions almost always turn out to be wrong. And even if they’re right, there are problems in getting the vaccine production scaled up to meet the size and location of the threat, or the virus has receded to where it came from and there is no longer a demand for prevention or treatment. Here is Bill Gates again: Unfortunately, the message from the private sector has been quite negative, like H1N1 [the 2009 epidemic influenza strain]: A lot of vaccine was procured because people thought it would spread. Then, after it was all over, they sort of persecuted the WHO people and claimed GSK [GlaxoSmithKline] sold this stuff and they should have known the thing would end and it was a waste of money. That was bad. Even with Ebola, these guys—Merck, GSK, and J & J [Johnson & Johnson]—all spent a bunch of money and it’s not clear they won’t have wasted their money. They’re not break-even at this stage for the things they went and did, even though at the time everyone was saying, “Of course you’ll get paid. Just go and do all this stuff.” So it does attenuate the responsiveness. This model will never work or serve our worldwide needs. Yet if we don’t change the model, the outcome will not change, either.

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.

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.

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.

As an example of the use of technology in the democratic process, I visualize an election scenario where a candidate files his nomination from a particular constituency. Immediately, the election officer verifies the authenticity from the national citizen ID database through a multipurpose citizen ID card. The candidate’s civic consciousness and citizenship behaviour can also be accessed through the police crime records. The property records come from land registration authorities across the country. Income and wealth resources come from the income tax department, as well as other sources. The person’s education credentials come from his university records. The track record of employment comes from various employers with whom he has worked. The credit history comes from various credit institutions like banks. The person’s legal track records come from the judicial system. All the details arrive at the computer terminal of the election officer within a few minutes through the e-governance software, which would track various state and central government web services directories through the network and collect the information quickly and automatically and present facts in real-time without any bias. An artificial intelligence software would analyse the candidate’s credentials and give a rating on how successful that person would be as a politician. The election officer can then make an informed choice and start the electoral processes.

Corporate investors, who have poured billions into the business of mass incarceration, expect long-term returns. And they will get them. It is their lobbyists who write the draconian laws that demand absurdly long sentences, deny paroles, determine immigrant detention laws, and impose minimum-sentence and Three-Strikes laws, which mandate life sentences after three felony convictions. Corrections Corporation of America (CCA), the largest owner of for-profit prisons and immigration detention facilities in the country, earned $1.7 billion in revenues and collected $300 million in profits in 2013.50 CCA holds an average of 81,384 inmates in its facilities on any one day.51 Aramark Holdings Corp., a Philadelphia-based company that contracts through Aramark Correctional Services, provides food for six hundred correctional institutions across the United States.52 Goldman Sachs and other investors acquired it in 2007 for $8.3 billion.53 The three top for-profit prison corporations spent an estimated $45 million over a recent ten-year period for lobbying to keep the prison business flush.54 The resource center In the Public Interest documented in its report “Criminal: How Lockup Quotas and ‘Low-Crime Taxes’ Guarantee Profits for Private Prison Corporations” that private prison companies often sign state contracts that guarantee prison occupancy rates of 90 percent.55 If states fail to meet the quota they have to pay the corporations for the empty beds. CCA in 2011 gave $710,300 in political contributions to candidates for federal or state office, political parties, and so-called 527 groups (PACs and super PACs), the American Civil Liberties Union reported.56 The corporation also spent $1.07 million lobbying federal officials plus undisclosed sums to lobby state officials.57 The GEO Group, one of the nation’s largest for-profit prison management companies, donated $250,000 to Donald Trump in 2017.58 The United States, from 1970 to 2005, increased its prison population by about 700 percent, the ACLU reported.59 Private prisons account for nearly all newly built prisons.60 And nearly half of all immigrants detained by the federal government are shipped to for-profit prisons, according to Detention Watch Network.61

There’s an official hierarchy. And an operational hierarchy. The official hierarchy decides on personnel, strategic initiatives and resources. The official hierarchy decides which case officers to hire. Where to place them. Who to promote into management. The operational hierarchy decides on operational issues. Which sources to trust. How to work with them. Which moment-by-moment risks make sense. At the top of the official hierarchy is who you would think it would be: the agency director. At the top of the operational hierarchy are the guys on the street: the case officers. Different hierarchies for different decisions. Different hierarchies for organizational decisions and operational decisions.22 Sometimes, there’s a conflict.

the bishop, for instance, is the legal executive of the secular corporation that holds diocesan assets. But a bishop, a religious superior, or the chief officer of a Church-administered hospital does not own the assets; he holds them in trust, to be managed for the good of the faithful. Still, because there are few meaningful restrictions on a bishop’s legal authority over diocesan assets, bishops can and sometimes do misuse the resources that have been entrusted to their care. In the years before the sex-abuse scandal came to light, bishops routinely paid large settlements to the victims of priests’ predation, insisting that the cases must remain undisclosed. When the abuse came to light, bishops authorized additional payments of millions to victims as well as millions to the diocesan lawyers who contested the victims’ claims. In all those cases, there was precious little consultation with the laity, with the people who had donated the funds that were being so rapidly dissipated. When the frightening costs of the scandal forced the closing of Catholic parishes and parochial schools, again bishops made their own decisions about which parishes and schools would be eliminated, rarely providing opportunities for lay people—the parishioners and the parents of students in those schools—to participate in the decision-making process. More ominously, several bishops, in order to avoid prosecution for their endangering children and for failing to report crimes, entered into plea-bargaining agreements with local prosecutors. In a few cases, these agreements imposed obligations not only on the bishops themselves but on their successors; their dioceses were required to submit reports to, and clear policies with, local public officials. In other words, these bishops yielded up the religious freedom of the Church to preserve their own personal freedom. The deals they struck might be described as photographic negatives of martyrdom as, rather than laying down their own lives for the sake of others, too many of our bishops surrendered the patrimony of generations of Catholics to protect themselves. That has been one way in which bishops have betrayed the faithful in recent years.

NASA had convened a conference to explore the benefit of a new kind of training: Crew Resource Management. The primary focus was on communication. First officers were taught assertiveness procedures. The mnemonic that has been used to improve the assertiveness of junior members of the crew in aviation is called P.A.C.E. (Probe, Alert, Challenge, Emergency).* Captains, who for years had been regarded as big chiefs, were taught to listen, acknowledge instructions, and clarify ambiguity. The time perception problem was tackled through a more structured division of responsibilities. Checklists, already in operation, were expanded and improved. The checklists have been established as a means of preventing oversights in the face of complexity. But they also flatten the hierarchy. When pilots and co-pilots talk to each other, introduce themselves, and go over the checklist, they open channels of communication. It makes it more likely the junior partner will speak up in an emergency. This solves the so-called activation problem. Various versions of the new training methods were immediately trialed in simulators. At each stage, the new ideas were challenged, rigorously tested, and examined at their limits. The most effective proposals were then rapidly integrated into airlines around the world. After a terrible set of accidents in the 1970s, the rate of crashes began to decline.

So what should we do with this information? One simple, fairly uncontroversial idea: we can utilize the area-level data to allocate resources. If a city has a huge rise in suicide-related searches, we can up the suicide awareness in this city. The city government or nonprofits might run commercials explaining where people can get help, for example. Similarly, if a city has a huge rise in searches for “kill Muslims,” police departments might be wise to change how they patrol the streets. They might dispatch more officers to protect the local mosque, for example.

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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.

Boyd concluded, “The prospect of being burned alive naturally terrified us, and, as a last resource, I contrived to get a message conveyed to the Federal officer in command. He exerted himself with effect, and had the incendiaries arrested before they could execute their horrible purpose. In the meantime it had been reported at head-quarters that I had shot a Yankee soldier, and great was the indignation at first felt and expressed against me. Soon, however, the commanding officer, with several of his staff, called at our house to investigate the affair. He examined the witnesses, and inquired into all the circumstances with strict impartiality, and finally said I had ‘done perfectly right.’" Spying

I once gave a talk in Chicago to a group of local chief human resources officers (CHROs) about Google’s culture. After the presentation, one CHRO stood up and sneered, “This is all well and good for Google. You have huge profit margins and can afford to treat your people so well. We can’t all do that.” I was going to explain that most of what we did cost us little to nothing. And that even in a time of flat wages you can still make work better, make people happier. Indeed, it’s when the economy is at its worst that treating people well matters most. Before

Not surprisingly, negative relationships were stressful. When officers felt undermined by their closest coworker, they were less committed, took more unauthorized breaks, and were absent from work more often. What happened when the undermining colleague was also supportive at times? Things didn’t get better; they got worse. Being undermined and supported by the same person meant even lower commitment and more work missed.* Negative relationships are unpleasant, but they’re predictable: if a colleague consistently undermines you, you can keep your distance and expect the worst. But when you’re dealing with an ambivalent relationship, you’re constantly on guard, grappling with questions about when that person can actually be trusted. As Duffy’s team explains, “It takes more emotional energy and coping resources to deal with individuals who are inconsistent.” In

You’ve begun to master several techniques for controlling your anxiety. You’re learning the finer points of interaction and studying ways to apply your interactive skills. The next step is to add community resources—relevant agencies, groups, and organizations—to your self-help program. As you consider your particular needs, look to your own community for ways to enhance your social system: Parks and recreation departments, churches and synagogues, singles groups, self-help groups, clubs, volunteer organizations, business associations—there is an infinite array of resources to choose from. Contact your local chamber of commerce, consult newspapers for upcoming activities, and even inquire at area shops about any clubs or groups that share an interest (for example, ask at a garden center about a garden club, at a bookstore about a book club, and so on). Working through the exercises in this book is merely one component of a total self-help program. To progress from background knowledge to practical application, you must venture beyond your home and workplace (and beyond the confines of a therapist’s office, if you are in counseling). For people with social anxiety an outside system of resources is the best place to work on interactive difficulties. Here are three excellent reasons to use community resources: 1. To facilitate self-help. Conquering social anxiety necessitates interaction and involvement within the community, which is your laboratory. Using community resources creates a practical means of refining your skills and so moving forward on your individual map for change. 2. To diminish loneliness. Becoming part of the community provides the opportunity to develop personal and professional contacts that can enhance your life in many ways. 3. To network. Community involvement will not only give you the chance to improve your interactive skills, but will allow you to promote your academic or work life as well as your social life. Building connections on different levels can be the key. Any setting can provide a good opportunity for networking. In fact, I met the writer who helped me with this book in a fairly unlikely place—on the basketball court! A mutual friend introduced us, and when the subject of our professional interests came up, we saw the opportunity to work together on this project. You never know!

That night, they sat around the hotel room with a bottle of tequila and some salt and limes and talked about names for the new real estate company. A few ideas sprang up right away but got rejected just as fast. A half bottle of tequila later, the name "Real Estate Maximums Incorporated" was tossed around as a possibility. Nobody spoke for a moment because everyone liked it. Maximums meant that everyone would get the most out of the relationship-real estate agents and customers alike. The name did a good job of communicating the everybody wins principle at the heart of the endeavor. But after a few more minutes, they realized it didn't quite work. It wasn't snappy enough for a good brand name, and it was too long to fit on a real estate sign. More tequila got poured. No one could come up with another name that felt as on-target as Real Estate Maximums. Someone suggested shortening it to R. E. Max. That made it snappier and appealing in a brand name sense; but when you wrote it out, it looked too much like a real person's name. You could imagine junk mail arriving at the office in care of Mr. and Mrs. R. E. Max. Collins pointed out that Exxon had formed only a few years before, and the X with a slash through it looked very smart. So Liniger took out the dots and tried a slash through the middle of the word and then capitalized all the letters. They looked at the pad of paper and saw: RE/MAX. A silence came over them, followed by a few backslaps and cheers. Everything about the word looked exactly right, as though they were talking about an established global company. Now, what about colors? They were on a roll. Now was no time to stop. A few more shots of tequila went around while they debated the right look for the new RE/MAX. It didn't take long to figure it out: Everyone in the room was a Vietnam vet and patriotic to the core. The colors, of course, had to be red, white, and blue. When they considered the whole package, they knew they had it. And that's how the idea for the distinctive RE/MAX brand was hatched. Considering the time and resources that get poured into brand development today, their methods might seem unorthodox if admirably effective. No money was spent on advertising agencies, market research, or trademark protection. The only investment was a decent bottle of tequila; the only focus group, a bunch of guys sitting around a room having a good laugh.

navigate an office full of competing interests, clashing personalities, limited time and resources, and fragile egos.

Under Putin, resources once again began to be allocated to the police, but there was no substantive reform. Instead, it was during the single term in which he retreated to the position of prime minister (as the Russian constitution forbade anyone serving three consecutive terms as president), with his client Dmitry Medvedev as titular president (2008–12), that this process began. A lawyer by training, Medvedev appreciated the problems with Russian law enforcement. He introduced a new Law on the Police in 2011, which not only changed the force’s name back to politsiya, “police,” but also mandated compulsory re-accreditation of all serving officers, with the aim of cutting the size of the force by 22 percent to 1,106,472 officers. At the same time, salaries were to be increased by 30 percent.

Son arrived at Yahoo’s office looking as slight and uncommanding as ever. But he brought a bazooka. In a bid without precedent in the history of the Valley, he proposed to invest fully $100 million in Yahoo. In return he wanted an additional 30 percent of the company. Son’s bid implied that Yahoo’s value had shot up eight times since his investment four months earlier. But the astonishing thing about his offer was the size of his proposed check: Silicon Valley had never seen a venture stake of such proportions.[21] The typical fund raised by a top-flight venture partnership weighed in at around $250 million, and there was no way it would put 40 percent of its resources into a single $100 million wager.[22] Private-equity investors and corporate acquirers sometimes made investments in the $100 million range, but in return they expected to take full control of companies.[23] Son, in contrast, would be a minority investor and on an unheralded scale. Because he had SoftBank’s corporate balance sheet behind him, he could pump in fully one hundred times more capital than Sequoia had provided when Yahoo got started. After Son dropped his bombshell, Yang, Filo, and Moritz sat in silence. Disconcerted, Yang said he was flattered but didn’t need the capital.[24] “Jerry, everyone needs $100 million,” Son retorted.[25]

The kings, who are the most set on destroying the feudal baronies, are also the best friends of the merchants, the bankers and the master manufacturers. A shipowner is not the chieftain of a gang of sailors whom he abstracts from Power's clutch, but rather an employer of labour who on the contrary, makes them available to power when the time comes for it to require them; In this way, it is explained the favour shown by Francis I, to take one instance towards, Ango. A banker is not after political power - he is after wealth. His function is to build a sort of store-house on which, when the when the time is ripe, Power will draw to transmute this wealth into strength. A mercantile aristocracy, then, so far from abstracting anything from the state's resources, makes potential additions to them which will, when circumstances so require, be realized. This is the only aspect under which, for many years, Power saw the money power. But in the end the overthrow of every other social domination of whatever kind left financial domination master of the field. At that stage it was seemed to be the formative source of fresh cells. That showed itself clearly enough in the case of the industrial employers. Not only was the employer the law in his factory, but quite often he would put up nearby a township for his workers in which he had the position of prince. A point was reached at some of the states of the USA, at which the manufacturer, owning as he did the land on which the factory had been built, allowed on it no other police than his own. In its jealousy of any and every command, however small, which was not its own, Power could not tolerate such independence. Moreover, as in every other battle which it had fought with aristocratic formations, it soon found itself appealed to by the underlings. Then it made its way not only into the employer's township but into his workshop as well; there it introduced its own law, its own police and its own factory regulations. If its earlier aggressions against closed aristocratic formations were not our old friends, we might be tempted to see in this one nothing more than a result of the popular character of the modern state, and of socialist ideas. These factors played, no doubt, their part, but no more was needed, than that Power should be itself - a thing naturally tending to shut out the intervention of all other authorities. The financial cell is less visible to the eye than the industrial cell. But its hold on money, and above all by its disposal of vast amounts of private savings, finance has been able to build up a vast structure and impose on the ever growing number of its subjects and authority which is ever plainer on the planer to the view on the empires of finance, also, power made war. The signal for battle was not given by a socialist state, the natural enemy of the barons of capital. It came from Theodore Roosevelt, himself a man of Power, and therefore the enemy of all private authorities. In this way, a new alliance was sealed - an alliance no less natural than that of the Power of early days with the prisoners of the clan-cells, than that of the monarchy with the subjects of the feudal barons - that of the modern state with the men exploited by capitalist industry, with the men dominated by the financial trusts. The state has often waged this particular war half-heartedly, thereby making the extent to which it has turned its back on itself and has renounced its role of Power. And renunciation was in this case favoured by the internal weakness of modern Power; the precariousness of its tenure encouraged its phantom tenants to betray it in favor of the financial aristocracies. But Power has natural charms for those who desire it for its use. It was a certain that anti-capitalists would come to occupy the public offices of the bourgeois state, as it was certain that anti-feudalists would come to occupy those of the monarchial state.

faith among the rank and file that everyone above superintendent has had their sense of irony surgically removed. Often the word “proactive” is added at the front to create a kind of litany. O lead us intelligently into the valley of the shadow of limited resources so that we might make our crime targets before the end of the Home Office reporting period—Amen.

the New York Times reported that heroin usage by American troops in Vietnam “had reached epidemic proportions.” “Tens of thousands of soldiers are going back as walking time bombs,” an officer was reported as saying. “And the sad thing is there is no real program under way, despite what my superiors say, to salvage these guys.” They were returning from a war they were hated for to a country unwilling or unable to help them with their addictions. This was particularly hard for Black veterans, and the armed forces had a disproportionately high percentage of Black service members. Back in 1965, approximately 11 percent of the population was Black, but a quarter of Americans who died in combat in Vietnam were Black, and in 1967, 23 percent of combat troops were Black. And back home, resources and tax dollars were being stripped from densely populated areas where the Black population was high. The quality of the schools and neighborhoods diminished.

On Imperial ships, officers were encouraged to drink nutritive beverages instead of consuming food; it was more efficient in terms of both ship resources and officer time, and the medics insisted the nutritives were healthier, too.

The likes of you and I cannot “give” to the federal government, as under the Federal Acquisition Regulations this is considered to be a risk for exerting undue influence. But the CDC has established a nonprofit “CDC Foundation.” According to the CDC’s own website [419]: Established by Congress as an independent, nonprofit organization, the CDC Foundation is the sole entity authorized by Congress to mobilize philanthropic partners and private-sector resources to support CDC’s critical health protection mission. Likewise, the NIH has established the “Foundation for the National Institutes of Health,” currently headed by CEO Dr. Julie Gerberding (formerly CDC director, then president of Merck Vaccines, then chief patient officer and executive vice president, Population Health & Sustainability at Merck and Company—where she had responsibility for Merck’s ESG score compliance). Dr. Gerberding’s career provides a case history illustrating the ties between the administrative state and corporate America.

The likes of you and I cannot “give” to the federal government, as under the Federal Acquisition Regulations this is considered to be a risk for exerting undue influence. But the CDC has established a nonprofit “CDC Foundation.” According to the CDC’s own website [419]: Established by Congress as an independent, nonprofit organization, the CDC Foundation is the sole entity authorized by Congress to mobilize philanthropic partners and private-sector resources to support CDC’s critical health protection mission. Likewise, the NIH has established the “Foundation for the National Institutes of Health,” currently headed by CEO Dr. Julie Gerberding (formerly CDC director, then president of Merck Vaccines, then chief patient officer and executive vice president, Population Health & Sustainability at Merck and Company—where she had responsibility for Merck’s ESG score compliance). Dr. Gerberding’s career provides a case history illustrating the ties between the administrative state and corporate America. These congressionally chartered nonprofit organizations provide a vehicle whereby the medical-pharmaceutical complex can funnel money into the NIH and CDC to influence both research agendas and policies.

Mirtys Rodriguez believes that it is important to use her skills and resources to help those in need, and she is committed to making a positive impact in the world.Throughout her career, Mirtys Rodriguez has faced many challenges and obstacles, but she has always remained focused and determined to achieve her goals.

The principal limitation of the conventional trustee role, as it is practiced today, is the common assumption by trustees that internal officers and staffs, left largely on their own and structured as they usually are, will see to it that the institution performs as it should, that is, close to what is reasonable and possible with its resources. The arguments against this assumption are presented in the last chapter in the section “Organization: Some Flaws in the Concept of the Single Chief,” a concept that seems likely to continue in force as long as trustees remain in their conventional nominal roles.

The golden calf was Aaron’s excuse to pander to the Israelites’ baser desires (Exod. 32:21–24) just as film directors insert bad language or nudity not because the story requires it but to increase box office receipts. Through the calf Aaron propagated lies, untruths about God and the Israelites’ own history (Exod. 32:4) just as many films present stories that do not reflect life as it truly is. And there is even a passage that shows how art can be trivialized (Amos 6:1, 4–5) so that it distracts us from faithfulness and wastes precious time and resources we were meant to steward and use for God’s glory.