Security Personnel Quotes

The name Atlantis came from an old book Victoria had never read. A lifetime residency in the ASM paradise was rumored to cost anywhere from 15 to 20 million dollars. The rich and powerful lived under the dome because they considered themselves separate and superior. Few of them left the comfort and security of Atlantis. To them the outside world was weak. Second Sector citizens where miscreant dregs of a defunct society. In order to enter the Atlantian dome one first had to be cleared by a resident. Gate security personnel strictly enforced this rule, even when outsiders carried a badge and gun.

I often wonder what their [military personnel and private security companies at jails] job is: to protect the people, the human beings inside, or to protect the place itself, the concept, the ideology

Nah man...I'm pretty fucking far from ok.

If you ask amateurs to act as front-line security personnel, you shouldn't be surprised when you get amateur security.

The Institute had become her life, and she was okay with that. Most of the staff was the same. Once they had been soldiers, or security personnel at hard-edged companies like Blackwater and Tomahawk Global, or law enforcement.

Someone comes.” Tyler looks up from the server, elbow-deep in cable. “You sure?” I peer back down the corridor at the approaching Terran. He carries an armload of computer equipment and wears a tool belt full of e-tech. He is three days unshaven, glares at the security personnel around him with an air of undisguised contempt, and looks as though he has not slept in seven years. “He certainly has the appearance of a man who works with computers, yes.

ID issue would bedevil countless FEMA officials in the days ahead—the agency’s barebones IDs, which lacked many standard government markings like an authorizing signature or specific statute citations, were repeatedly barred by skeptical security personnel. Once

Of more interest was the weapon Watts carried in a shoulder holster on her ride side. The movement had caused her jacket to open a little, exposing the side arm. A Glock Model 22, chambered with .40 Smith & Wesson ammunition. Effective range, up to 50 metres. Standard issue for Agency security personnel.

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

Stevens worried about his staff and himself. In early June, he sent an e-mail to a State Department official in Washington asking that two six-man Mobile Security Detachments, known as MSD teams, of specially trained DS agents be allowed to remain in Libya through the national elections being held in July and August. Stevens wrote that State Department personnel “would feel much safer if we could keep two MSD teams with us through this period [to support] our staff and [provide a personal detail] for me and the [Deputy Chief of Mission] and any VIP visitors.” The request was denied, Stevens was told, because of staffing limitations and other commitments.

In Strauss’ view, neither Oppenheimer nor his lawyer had any of the “rights” afforded to a defendant in a court of law; this was an AEC Personnel Security Board Hearing, not a civil trial, and Strauss was going to be the arbiter of the rules.

Usually you could count on rinky-dink networks like a public library to employ bottom-feeding IT personnel who were lazy or incompetent or both. Operating systems were often two generations out of date and hopelessly unpatched. Such networks were like big, friendly dogs; if you petted them they would roll right over and show you a dozen security vulnerabilities.

Into a nondescript one-story building on the western side of the compound, passing through a security door marked AUTHORIZED PERSONNEL ONLY. Through a metal detector manned by heavily armed, stone-faced soldiers. Into an elevator that carries us four stories beneath the earth. Reznik doesn’t talk. He doesn’t even look at me. I have a pretty good idea where we’re going, but no idea why. I nervously pick at the front of my new uniform.

At home, the administration consulted with “experts” it has refused to identify in purging information about Islamic supremacism—the ideology that drives our enemies—from materials used to train law enforcement, intelligence, and military personnel responsible for our security. The obsession with bleaching the Islam out of Islamic terrorism reached mind-boggling lengths with the administration’s refusal to brand the Fort Hood massacre—in which thirteen Americans, mostly military personnel, were killed and dozens more wounded—as an act of terrorism.

Official USSR Government figures state that 30 men and one female security guard died as a direct consequence of the accident. That list only covers the people at the site within the first few hours of the explosion who died from acute radiation syndrome or burns. It ignores all military personnel who died due to exposure from the clean-up operation, civilians living in the surrounding area, and many others who entered the Zone shortly after the accident (journalists, doctors etc). Those whose bodies were recovered are buried in welded zinc coffins, to prevent their radioactive remains from contaminating the soil.

I have talked with many pastors whose real struggle isn’t first with the hardship of ministry, the lack of appreciation and involvement of people, or difficulties with fellow leaders. No, the real struggle they are having, one that is very hard for a pastor to admit, is with God. What is caused to ministry become hard and burdensome is disappointment and anger at God. We have forgotten that pastoral ministry is war and that you will never live successfully in the pastorate if you live with the peacetime mentality. Permit me to explain. The fundamental battle of pastoral ministry is not with the shifting values of the surrounding culture. It is not the struggle with resistant people who don't seem to esteem the Gospel. It is not the fight for the success of ministries of the church. And is not the constant struggle of resources and personnel to accomplish the mission. No, the war of the pastor is a deeply personal war. It is far on the ground of the pastor’s heart. It is a war values, allegiances, and motivations. It's about the subtle desires and foundational dreams. This war is the greatest threat to every pastor. Yet it is a war that we often naïvely ignore or quickly forget in the busyness of local church ministry. When you forget the Gospel, you begin to seek from the situations, locations and relationships of ministry what you already have been given in Christ. You begin to look to ministry for identity, security, hope, well-being, meeting, and purpose. These things are already yours in Christ. In ways of which you are not always aware, your ministry is always shaped by what is in functional control of your heart. The fact of the matter is that many pastors become awe numb or awe confused, or they get awe kidnapped. Many pastors look at glory and don't seek glory anymore. Many pastors are just cranking out because they don't know what else to do. Many pastors preach a boring, uninspiring gospel that makes you wonder why people aren't sleeping their way through it. Many pastors are better at arguing fine points of doctrine than stimulating divine wonder. Many pastors see more stimulated by the next ministry, vision of the next step in strategic planning than by the stunning glory of the grand intervention of grace into sin broken hearts. The glories of being right, successful, in control, esteemed, and secure often become more influential in the way that ministry is done than the awesome realities of the presence, sovereignty, power, and love of God. Mediocrity is not a time, personnel, resource, or location problem. Mediocrity is a heart problem. We have lost our commitment to the highest levels of excellence because we have lost our awe.

Until now. You and I are a mis-Match, Ellie, because I hacked into your servers to manipulate our results.” “Rubbish,” Ellie said, secretly balking at the notion. She folded her arms indignantly. “Our servers are more secure than almost every major international company across the world. We receive so many hacking attempts, yet no one gets in. We have the best software and team money can buy to protect us against people like you.” “You’re right about some of that. But what your system didn’t take into account was your own vanity. Do you remember receiving an email some time ago with the subject ‘Businesswoman of the Year Award’? You couldn’t help but open it.” Ellie vaguely remembered reading the email as it had been sent to her private account, which only a few people had knowledge of. “Attached to it was a link you clicked on and that opened to nothing, didn’t it?” Matthew continued. “Well, it wasn’t nothing to me, because your click released a tiny, undetectable piece of tailor-made malware that allowed me to remotely access your network and work my way around your files. Everything you had access to, I had access to. Then I simply replicated my strand of DNA to mirror image yours, sat back and waited for you to get in touch. That’s why I came for a job interview, to learn a little more about the programming and systems you use. Please thank your head of personnel for leaving me alone in the room for a few moments with her laptop while she searched for a working camera to take my head shot. That was a huge help in accessing your network. Oh, and tell her to frisk interviewees for lens deflectors next time—they’re pocket-sized gadgets that render digital cameras useless.

The National Institute of Standards and Technology has provided a preliminary estimation that between 16,400 and 18,800 civilians were in the WTC complex as of 8:46 am on September 11. At most 2,152 individual died in the WTC complex who were not 1) fire or police first responders, 2) security or fire safety personnel of the WTC or individual companies, 3) volunteer civilians who ran to the WTC after the planes' impact to help others or, 4) on the two planes that crashed into the Twin Towers. Out of this total number of fatalities, we can account for the workplace location of 2,052 individuals, or 95.35 percent. Of this number, 1,942 or 94.64 percent either worked or were supposed to attend a meeting at or above the respective impact zones of the Twin Towers; only 110, or 5.36 percent of those who died, worked below the impact zone. While a given person's office location at the WTC does not definitively indicate where that individual died that morning or whether he or she could have evacuated, these data strongly suggest that the evacuation was a success for civilians below the impact zone.

The word “collect” has a very special definition, according to the Department of Defense. It doesn’t mean collect; it means that a person looks at, or analyzes, the data. In 2013, Director of National Intelligence James Clapper likened the NSA’s trove of accumulated data to a library. All those books are stored on the shelves, but very few are actually read. “So the task for us in the interest of preserving security and preserving civil liberties and privacy is to be as precise as we possibly can be when we go in that library and look for the books that we need to open up and actually read.” Think of that friend of yours who has thousands of books in his house. According to this ridiculous definition, the only books he can claim to have collected are the ones he’s read. This is why Clapper asserts he didn’t lie in a Senate hearing when he replied “no” to the question “Does the NSA collect any type of data at all on millions or hundreds of millions of Americans?” From the military’s perspective, it’s not surveillance until a human being looks at the data, even if algorithms developed and implemented by defense personnel or contractors have analyzed it many times over.

One mother Mark and I met with, Bernadette MacArthur, had used the underground networks in conjunction with fleeing the country with her five precious children. Four of them reportedly had been horribly abused, and when the corrupt court system threatened to perpetuate it, Bernadette, pregnant, fled all the way to Turkey with them in 1988. Brilliantly maneuvering through Europe and Mexico, she slipped back into the US and Faye Yeager’s underground in 1989. Determined to surface and ‘normalize’ her children’s lives, Bernadette appeared on national TV and began speaking out. To further their safety, she then joined the Sheriff’s Department and worked her way up the chain of command achieving the rank of Major. This extraordinary mother went to extremes to protect her children and ensure their freedom! Additionally, Bernadette taught Sheriff’s Department personnel how to identify mind control survivors, satanic victims, and occult ritual sites. Her highly acclaimed accomplishments paved the way for others, while providing a backdoor into the undergrounds for those on the run. Unbeknownst to her, Bernadette saved the minds and lives of countless survivors while saving her own children.

He’s threatening the President of the United States if we take you into custody?” Creek asked, his thoughts apparently in order. “Actually, it would be more like a declaration of war on the US government, if you abduct me.” “He thinks he can take on the entire US military?” Creek asked, incredulous. “General, he’s a lot more powerful than I thought.  He’s way beyond demigod status, more like elder god.  He can appear anywhere, anytime. His claws cut through anything. Who knows what else he can do!” Roma said, looking at me for additional information. I shrugged.  Hell, I didn’t know what he could do.  Elder god? “Christian, you could have avoided capture or escaped, right?” Tanya asked. “Yeah,” I said. “Okwari knows this?” she asked. “Yeah, but see, here’s the thing.  He spent a thousand years as a slave in Hell.  I set him free.  His math is pretty simple.” It was quiet for a moment, except for the personnel trying to clean up the lobby.  “Major Deckert, how are you hooked up in all this?” the general asked, obviously acquainted with the security chief. “I work for Ms. Demidova, General,” he said, rocking back on his heels, hands clasped behind his back.  “For what it’s worth, General, in my opinion, I wouldn’t touch Gordon here with a four-mile pole.” “You think that monster could really fight the government?” Creek asked. “Hell, Sir, I was talking about my employer.” He waved in Tanya’s direction. “I didn’t even know that thing existed.  But nothing surprises me with Gordon around.” I gave him my best glare, but it just bounced right off.

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The war against ISIS in Iraq was a long, hard slog, and for a time the administration was as guilty of hyping progress as the most imaginative briefers at the old “Five O’Clock Follies” in Saigon had been. In May 2015, an ISIS assault on Ramadi and a sandstorm that grounded U.S. planes sent Iraqi forces and U.S. Special Forces embedded with them fleeing the city. Thanks to growing hostility between the Iraqi government and Iranian-supported militias in the battle, the city wouldn’t be taken until the end of the year. Before it was over we had sent well over five thousand military personnel back to Iraq, including Special Forces operators embedded as advisors with Iraqi and Kurdish units. A Navy SEAL, a native Arizonan whom I had known when he was a boy, was killed in northern Iraq. His name was Charles Keating IV, the grandson of my old benefactor, with whom I had been implicated all those years ago in the scandal his name had branded. He was by all accounts a brave and fine man, and I mourned his loss. Special Forces operators were on the front lines when the liberation of Mosul began in October 2016. At immense cost, Mosul was mostly cleared of ISIS fighters by the end of July 2017, though sporadic fighting continued for months. The city was in ruins, and the traumatized civilian population was desolate. By December ISIS had been defeated everywhere in Iraq. I believe that had U.S. forces retained a modest but effective presence in Iraq after 2011 many of these tragic events might have been avoided or mitigated. Would ISIS nihilists unleashed in the fury and slaughter of the Syrian civil war have extended their dystopian caliphate to Iraq had ten thousand or more Americans been in country? Probably, but with American advisors and airpower already on the scene and embedded with Iraqi security forces, I think their advance would have been blunted before they had seized so much territory and subjected millions to the nightmare of ISIS rule. Would Maliki have concentrated so much power and alienated Sunnis so badly that the insurgency would catch fire again? Would Iran’s influence have been as detrimental as it was? Would Iraqis have collaborated to prevent a full-scale civil war from erupting? No one can answer for certain. But I believe that our presence there would have had positive effects. All we can say for certain is that Iraq still has a difficult road to walk, but another opportunity to progress toward that hopeful vision of a democratic, independent nation that’s learned to accommodate its sectarian differences, which generations of Iraqis have suffered without and hundreds of thousands of Americans risked everything for.

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

when looking at the literature currently available, there seems to be much discussion on practical contemporary issues such as the sharing of resources or personnel, but very little on the history of Global/World relationships. Partnership is only mentioned in brief passages in David Bosch’s Transforming Mission or Stephen B. Bevans and Roger P. Schroeder’s Constants in Context. In J. Andrew Kirk’s What is Mission? an entire chapter is dedicated to this subject (chapter 10— “Sharing in Partnership”); however, only a few paragraphs are dedicated to how partnership has been understood historically. To date, the most complete study on this topic has been done by Lothar Bauerochse in his book Learning to Live Together: Interchurch Partnerships as Ecumenical Communities of Learning. Although Bauerochse’s main focus involves case studies on the relationships between German Protestant churches and their African partners, the first section entails an historical analysis of the term “partnership.” In his analysis, Bauerochse states that “the term partnership is a term of the colonial era . . . It is a formula of the former ‘rulers,’ who with it wished to both signal a relinquishment of power and also to secure their influence in the future. Therefore, the term can also serve both in colonial policy and mission policy to justify continuing rights of the white minority.”5 This understanding then serves as the lens through which he interprets the partnership discourse, reminding the reader that although the term was meant to connote an eventual leveling of power dynamics in relationships, it was also used by those with power to “secure their influence in the future.” This analysis is largely true. As we will see in chapter three, when the term partnership was introduced into the colonial debate, it was closely aligned with the concept of trusteeship. Later, as will be discussed in chapter six, the term partnership was also used in the late colonial period by the British as a way to maintain their colonies while offering the hope of freedom in the future; a step forward from trusteeship, but short of autonomy and independence. During colonial times, once the term partnership was introduced into ecumenical discussions, many arguments identical to those used by colonial powers for the retention of their colonies were used by church and missionary leaders to deny autonomy to the younger churches. Later, when looking at partnership in the post-World War

She looked up, hoping to see Hiram Caro. She was disappointed. Hiram didn’t walk through the door. Instead, his personal bodyguard stalked in. Joey Roman. CHAPTER 90 JOEY ROMAN closed the office door and locked it. Then he leaned against the door, folded his arms across his chest, and gazed down at Jenny. Roman’s attire distinguished him from the other security personnel. He was dressed in a slim-fit sport coat over a crisp white shirt paired with indigo jeans. Joey didn’t need to wear a security uniform or badge to give off a dangerous vibe. She knew he wanted to intimidate her. Locking her into a room with three men and blocking the door so she couldn’t get out—it was an act of aggression. Jenny was determined to send a message right back: I’m not scared of you. She gave Roman a side-eye before returning her attention to the advertising brochure. Reading aloud, she murmured, “‘Loosest slots and hottest table games in Biloxi.’ Wow. Impressive.” Silence in the room. She counted to ten before she spoke again. “Is Hiram on his way down?” Roman sounded almost friendly when he said, “Mr. Caro’s not available. What do you want? I can pass along the message.” Jenny’s impatience gave her voice a sharp edge. “I don’t want to go through the messenger boy, Joey.” The two young security guys tensed up and exchanged a look of surprise. Jenny noted their reaction. She figured it meant that Joey Roman was rarely disrespected on casino property. She would have to proceed more cautiously. She forced a smile. “Joey, you know I’m a private

From 1966 to 1976 ... The primary cause in [the] decline in FBI counterespionage and counterintelligence cases was the ceaseless demand by Presidents Johnson and Nixon to focus on the political warfare against the American left.... - "Espionage Against the United States by American Citizens, 1947-2001, Defense Personnel Security Research Center, July 2002

The United States fends off millions of attempted cyber intrusions into military and other government networks each month.86 In 2015, hackers most likely acting at the behest of the Chinese government stole the highly classified security clearance information of twenty-two million Americans from the Office of Personnel Management.

simultaneously. The expertise of the security breach handling personnel has been greatly enhanced

She pressed buttons and waited for answering beeps, and then she said, “I want the personnel jacket for U.S. Army Private First Class Wiley, first name unknown, currently four months absent without leave from an air defense unit in Germany. To me in Hamburg, seriously fast.” Then she clicked off. The National Security Council. The keys to the kingdom. There was a knock at the door. For

Sinclair unzipped the pouch and Reacher smelled copier paper still hot from the printer. There had been a flurry of phone calls, he guessed, and then a high-speed digital transmission incoming from somewhere, either Personnel Command back home, or Stuttgart maybe, directly into the Hamburg consulate, where a high-speed machine had done fast work, and where the young attaché in the Brooks Brothers tie had caught the tumbling pages and butted them together and zipped them up and grabbed a cab. The National Security Council. Even faster than the army press room. The

An example of the extent of the FSB and GRU covert cyber collection and exploitation was the exposure of what was most likely a Russian State Security & Navy Intelligence covert operation to monitor, exploit and hack targets within the central United States from Russian merchant ships equipped with advanced hacking hardware and tools. The US Coast guard boarded the merchant ship SS Chem Hydra and in it they found wireless intercept equipment associated with Russian hacking teams. Apparently the vessel had personnel on board who were tasked to collect intelligence on wireless networks and attempt hackings on regional computer networks in the heartland of America.59

Zero tolerance imagines that kids are at risk of being victimized (violence, drugs, general hooliganism), but it also imagines kids as risks to the school and other students. The APA’s research found that zero-tolerance school policing “affected the delicate balance between the educational and juvenile justice systems, in particular, increasing schools’ use of and reliance on strategies such as security technology, security personnel, and profiling, especially in high-minority, high-poverty school districts.” 34 Children—black, indigenous, and Latinx children in particular—are overpoliced, especially within schools (more on this later). When it comes to children’s life chances, zero tolerance is a self-fulfilling prophecy: School authorities warn students that any deviant behavior on a child’s part is irresponsible because it could have severe and long-lasting consequences for their future, and then they enforce unreasonably harsh disciplinary standards that have severe and long-lasting consequences for the child’s future. That’s not a warning, it’s a promise.

Forward intelligence cells in Pakistan are staffed by JSOC-contracted security personnel from obscure firms with insider names such as Triple Canopy and

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

Large retailers need to develop models for getting close to people like Sharad Kaka. Spic and span stores, glitzy surroundings, English speaking personnel and above all, the security and the uniformed staff, obviously don’t seem to do it. The unfamiliarity of this format, its association with authoritarianism and policing, turns away many people who would actually stand to benefit from the many sales on offer at any point in a modern store, sales that can be far richer in quality compared to the normal kirana store.

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

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

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

Leadership Roles in the Decision Making Process The main component in the development of good decision makers falls on the individual and individual efforts. Yes, but the climate for this development comes from the top, in leadership. To achieve the results sought after, if we truly want to call ourselves professionals and prepare for the challenges we face in the future, leaders must LEAD. It is the Leader’s role, to create and nurture the appropriate environment that emboldens decision makers.  Leader development is two way, it falls on the individual, but the organization’s leaders must set the conditions to encourage it.   The aim of leadership is not merely to find and record failures in men, but to remove the cause of failure. ~W. Edwards Deming14               “Leadership can be described as a process by which a person influences others to accomplish an objective, and directs his or her organization in a way that makes it more cohesive and coherent.”15 This is the definition we should subscribe too. However, all too often I have had both frontline personnel and mangers tell me that this cannot be done. This type of training and developing initiative driven personnel will cause more problems for departments and agencies in dealing with liability issues and complaints because control is lost. I wholeheartedly disagree with his sentiment. The opposite is indeed the effect you get. This is not a free reign type of leadership. Matter of fact if done appropriately it will take more effort and time on your part as a leader, because you will be involved. Your training program will be enhanced and the learning that takes place unifies your agencies and all the individuals in it. How? Through the system described above which develops “mutual trust” throughout the organization because the focus is now on results. The “how to” is left to the individuals and the instructors. But a culture must exist to encourage what the Army calls outcome based training.16

Andy Dietz, who is on the staff of a church in the panhandle of Texas, has been coordinating mission trips overseas for many years. On one particular trip with his young people, the project had been finished, and the kids had left for home, but Andy stayed over to visit with missionary friends in the area. He was coming back through a European city on his way home. Having an overnight transit, he went downtown for dinner, found himself in the wrong part of town, and was mugged and kidnapped. After taking all his money, and all he could get from the ATM machine, his captors had him wire his family to ask for $5,000 to secure his release. His family notified us, and we activated a prayer network and contacted our personnel in the city who were not even aware he was there. They notified the police, but before anything could be done, Andy was able to elude his captors and get away while they were eating and drinking. I called him after he got home to talk through the experience and seek to minister to him. I asked him, after such a traumatic experience, if he thought he would go on any more mission trips. He said, “Oh yes. It's the most gratifying thing I do to take these kids overseas.” He continued, “I was negligent and learned that I have got to be more vigilant about where I go.” He described what it was like to be beaten, tied up, put in the trunk of a car, and his life threatened. He said, “They didn't know me. Nobody knew where I was. I meant nothing to them. My life was worthless. I realized they wouldn't think twice about getting rid of me, and no one would know.” He continued, “You can imagine how desperate I was to get away. And all I could think of was God saying, 'Andy, this is how desperate you should be to know Me.'” I held the phone in disbelief. I can only imagine the extent of desperation to escape a situation where your life is threatened. Can you imagine being so desperate to know God in all of His fullness, to have a heart that is so passionate for Him and His holiness? I think that's the only thing that will be a fail-safe deterrent to immoral behavior. We are always vulnerable; Satan will see to that, but in Christ we have been given the capacity to walk in holiness and victory.

Because lessons learned by police personnel play such important role, it is necessary that a system be in place to insure that such lessons are properly and correctly recorded. Experience is a powerful teacher, but experience by itself is not the most efficient way to learn. The process can often be painful and time-consuming. To learn as quickly as possible, we must be more deliberate, more disciplined, and more thorough in our approach in order to squeeze as much as possible from each experience. As with everything else about better execution there is no magic here.

If I were to ask you about let’s say coaching a high school football team for your local high school and told you the only time you were needed to be there as coach, was on game day. That is right no practice during the week, just take the team and win is all we ask. How do I prepare them if I cannot practice you ask? Well sir they have been trained and practiced in their freshman, sophomore and junior years. You will be the varsity coach and the team knows the game and how it’s played, all you need to do is set up the game plan on game day and organize your team so they win! Ludicrous! How can I be expected to develop the cohesion necessary to put a winning team on the field, without practice, despite their prior training and the three-plus years’ experience? Yes it is ludicrous. Yet this is exactly what we expect of law enforcement, security personnel and other first responders tasked with responding to and winning in crisis situations.

Although Disney World established the state’s first 911 emergency telephone system, all calls went to company switchboard operators, who decided whether to call the sheriff or to handle the emergency internally, by notifying only company security or emergency personnel.

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

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

A leader is accountable for actions of frontline personnel whether they are on scene or not, so it is imperative that leaders train and prepare those on the frontline. Leadership accountability comes from our preparation and the continued education, learning and developing of frontline decision makers.  NOT from standing over them directing them, or written policy and procedures, or checklists on how to perform in a given set of circumstances. A leader does not have to be on every call, it is impossible to be on every call. It is just not necessary if you prepare your frontline people effectively and development is an ongoing process.  Train and Trust FRONTLINE Personnel! They will get it done and done right!

It’s the great irony of our national security personnel, from the swords to the shields, that if we do our jobs right, no one hears about it. The best umpire in the league is one you never notice. But if we don’t do our jobs right, it’s the USS Cole, Beirut, Oklahoma City, or even Benghazi all over again. Today we’re doing a tremendous job, but we’re at a crossroads.

from Tony’s earlier package. However, this time there was a detailed map of the barns at Churchill Downs with Hayden Ryder’s outlined in red, together with the raid timetable and a list of actions specific to Steffi Dean. I noted that she was to secure the northeastern corner of the barn on arrival. The briefing papers also stated that the track opened for training at dawn, which was at six forty-five, so the raid would take place at six-thirty on Saturday morning. They also gave details of the raid personnel and their roles, as well as the transportation arrangements. All eight FACSA special agents would be involved, together with Norman Gibson, the section chief, who was to be in overall control. My name was not included on the raid personnel list. Local Kentucky law enforcement would be present

Any application of combat profiling in other situations, by other security personnel, or even the average person wanting to be more aware and stay safe on a daily basis will have to adapt the decisions to their particular circumstances. On that note, the three decisions that a combat profiler may make are Kill, Capture, or Contact—in that order. What does this mean? It doesn’t mean that the first thing that combat profilers do is kill. It means that, in any given situation, in a potentially hostile environment, the first decision that combat profilers should make is to kill or prepare to kill. If an individual does not commit a hostile act, demonstrate hostile intent, or provide indicators of an immediate threat, then the combat profiler moves to the next decision—capture. If the individual does not give off indicators of a potential threat or if the person does not appear to be of significant intelligence value, then the combat profiler moves to the next and final decision—contact. If, for some reason, the individual gives off further indicators, then the combat profiler may move back up the decision tree to capture or kill if necessary. This simple decision tree can be depicted as such:

D.C. Mayor Muriel Bowser had scored points during the BLM protests by writing a letter opposing additional law enforcement and National Guard deployment,[108] and on the night before Trump’s gathering was planned, she sent out a similar letter, saying flatly that, except for the small deployment of 340 unarmed National Guard to direct traffic, “the District of Columbia is not requesting other federal law enforcement personnel and discourages any additional deployment without notification.”[109] In fact, federal agencies had offered to reinforce security at the Capitol for the 6th, but they were rebuffed.[110] The mayor of D.C. has mostly escaped blame for The Event, but I have to wonder how history might’ve been different if she’d accepted the additional security instead of sending that letter.

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large-scale meta-analysis of research results from 206 documents and 24,483 judges’ records revealed that all of us, even police and judges, fare little better than chance when assessing whether or not someone is lying. On average people made correct truth-lie judgments only 54 percent of the time.7 Interestingly, while most people operate with a truth bias, law enforcement officials skew in the other direction, operating with a slight lie bias. Nevertheless, neither approach is appreciably more accurate than the other. In another study of 509 people, including law enforcement personnel such as members of the US Secret Service, Central Intelligence Agency, Federal Bureau of Investigation, National Security Agency, and Drug Enforcement Agency, only the Secret Service performed significantly better than chance at detecting if a subject was lying.

In state discourse about poverty, notions about 'charity', and about those with more 'helping' those with less, have become increasingly salient. In tandem with this, a slew of new specialized agencies, programs and schemes, and personnel have been constructed to deal with'the needy'. This way of framing the problem of poverty isolates it - detaches the issues and challenges faced by a small minority of the population from those faced by everyone else. It dislodges the issue of poverty from the broader political economy in which it is produced. Importantly, it frames public intervention as 'charity', as 'help' - in other words, beyond public responsibility - and recipients as 'recipients' rather than as members of society with rights to certain basic levels of well-being and security.

So the police weren’t just silencing the whistleblowers. They were creating their own, alternative version of the medical truth. “After investigation and verification by the public security organs, eight illegal personnel have been summoned and handled according to law.” So it wasn’t even a medical investigation. It was a police investigation. This is the authority the WHO relied on; that Theresa Tam then relied on; that Patty Hajdu relied on; and that Justin Trudeau relied on.

By their readiness to do more than their colleagues, agency workers can be used by management to reduce the ‘comfort zones’ of permanent employees, as a personnel manager explained in an interview. In the average firm, moreover, the permanent staff experience precarious employment as a means of social discipline that bridges the internal and external labour markets; this has altered the ‘reserve army’ mechanism on the labour market.71 In the past, it was the unemployed who filled the ranks of the capitalist reserve army, exerting an external structural pressure on wages and working conditions. Precarious employment now internalizes this function within the firm. The agency workers may be inside the firm, but they have one foot outside of it in unemployment, so their mere presence reminds the permanent staff that their future might also become less secure.

Industrialization, for example. Even if the reservation could attract and sustain large-scale industry heavy or light, which it cannot, what have the Navajos to gain by becoming factory hands, lab technicians and office clerks? The Navajos are people, not personnel; nothing in their nature or tradition has prepared them to adapt to the regimentation of application forms and time clock. To force them into the machine would require a Procrustean mutilation of their basic humanity. Consciously or unconsciously the typical Navajo senses this unfortunate truth, resists the compulsory miseducation offered by the Bureau, hangs on to his malnourished horses and cannibalized automobiles, works when he feels like it and quits when he has enough money for a party or the down payment on a new pickup. He fulfills other obligations by getting his wife and kids installed securely on the public welfare rolls. Are we to condemn him for this? Caught in a no-man’s-land between two worlds the Navajo takes what advantage he can of the white man’s system—the radio, the pickup truck, the welfare—while clinging to the liberty and dignity of his old way of life. Such a man would rather lie drunk in the gutters of Gallup, New Mexico, a disgrace to his tribe and his race, than button on a clean white shirt and spend the best part of his life inside an air-conditioned office building with windows that cannot be opened.

Liberal antiracists [...] talk of "hate speech" and "hate crimes", on the assumption that oppresive cruelty is the behavioural expression of a hateful disposition - ignoring the corporate executives, asset managers, lawmakers, government officials, judges, police officers, prison guards, military personnel and immigration officers who, without attitudes of hatred, routinely and calmly operate infrastructures of racist violence, in the name of security and profit. By relocating racism to the unconscious mind, liberal antiracists end up absolving the institutions most responsible for racist practices.

Liberal antiracists [...] talk of "hate speech" and "hate crimes", on the assumption that oppresive cruelty is the behavioural expression of a hateful disposition - ignoring the corporate executives, asset managers, lawmakers, government officials, judges, police officers, prison guards, military personnel and immigration officers who, without attitudes of hatred, routinely and calmly operate infrastructures of racist violence, in the name of security and profit. By relocating racism to the unconscious mind, liberal antiracists end up absolving the institutions most responsible for racist practices.

staged at Fort Bliss. Several helicopters were flown in from some unknown source and assembled in a secured area. These helicopters were painted a neutral sand color and bore no markings. Eyewitness indicates that there were three smaller craft, very possibly UH1 Hueys from the description. There was also a larger helicopter, possibly a Sea Stallion. Personnel from this team remained with their craft and had no contact with other Fort Bliss personnel.

Suppose I would agree to this here,” Pano said, gesturing vaguely at everyone sitting around the table. “How do you imagine that we are to accomplish this? You don’t have police powers, do you?” “Our security personnel are allowed to carry weapons at all times, anywhere. You sign an employment contract, and then you are issued a service weapon that you can carry and use anywhere, if the security—” “Forget that!

An equivalent set of attitudes could be seen all through the Magic Resistance as it started its campaign to use magic to unseat the Trump administration. Perhaps the clearest expression of that self-defeating approach was the insistence on the part of the movement’s public figureheads that three of the core rules of magical practice didn’t apply to them. Every competently trained mage knows that effective magic requires unity of intention. Every competently trained mage knows that effective magic requires what military personnel like to call OPSEC; for the rest of us, that’s operational security, better known as keeping your mouth shut. Every competently trained mage also knows that it’s much more effective to build your side up than to tear the other side down. The Magic Resistance did none of these things. What’s more, when these issues came up for discussion—and they did, all over the ends of the internet where occultists talk—leading figures of the Magic Resistance insisted angrily that neither of these three rules were valid and their magic was certain to triumph anyway.

Additional Notes: SCP-005 may be used as a replacement for lost security passes, but only under the supervision of at least one Level 4 personnel. SCP-005 may not be used for vending machine repairs, opening lockers, or for any personnel's spare home key. Removal of the object from the compound will result in immediate termination.

like the old joke about the meaning of secure. The Secretary of Defense directed members of different services to “secure that building.” Navy personnel turned off the lights and locked the doors. The Army occupied the building and ensured no one could enter. The Marines attacked it, captured it, and set up defenses to hold it. The Air Force secured a two-year lease with an option to buy.

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

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Good. And, Charles?” A nervous swallow rattled the line. “Yes, sir?” “Fire all the security personnel who were on duty today.” I hung up before I had to listen to his tedious protests.

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The Secretary of Defense directed members of different services to “secure that building.” Navy personnel turned off the lights and locked the doors. The Army occupied the building and ensured no one could enter. The Marines attacked it, captured it, and set up defenses to hold it. The Air Force secured a two-year lease with an option to buy.

The recklessness of the governments of two terrestrial countries has been obvious, when they have ordered their combat pilots to attack our space and scout ships, as soon as they are detected on their radar. This is highly dangerous for the crew members of your airplanes, because if they approach our gravitational field, their engines and controls become inoperative. In this way, several have lost their lives . . . They do not seem to understand that our orders are clear, not to harm their craft. Otherwise, at least 50 of their planes would have been destroyed. We are aware that many high-ranking military personnel and scientists have been silenced under the pretense of endangering the security of their countries, if public statements were to be made. This is another serious mistake of those governments. If we had any ambition or desire to conquer this planet, we would have done it 300 years ago, when the population could not have opposed any resistance. Even now, it would not be difficult to do. This phase is alternative: we shall continue making appearances, landings, contacts, all over the world, more and more frequently, as planned. You will be responsible for the education of the people in the different countries . . . using all means available. This is a difficult task, because you will be left to your own means [and] you will have against you those who do not take you seriously, and the dark machinations of the great established powers on your planet, hampering, creating doubts, and attacking you as promoters of this knowledge . . . After many years of observation and analysis of your world . . . the conclusion was that humankind, with few exceptions, were a barbarian horde . . . from the deepest levels of their spirit, and utterly incorrigible. Nevertheless, because of the merit of the few, [we are giving] direct help to many men, instructing them. It requires in many cases their evacuation from this planet, to a special place where they will be provided with a new conscience, to be transmitted afterwards to their fellow men . . . The disappearances of such people from Earth have already begun . . . This procedure holds the key to the future of your planet.

and several bystanders—the innkeeper, assorted security personnel, probably a nurse or two, all terrified into competency by my grandfather’s rage—stood

The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a set of rules.6 And while we are parsing the deep secrets of skunk, it’s to “Kelly’s rules” we must now turn. Wall the skunk works off from the rest of the corporate bureaucracy—that’s what you learn if you boil Johnson’s rules down to their essence. Out of his fourteen rules, four pertain solely to military projects and can thus be excluded from this discussion. Three are ways to increase rapid iteration (a topic we’ll come back to in a moment), but the remaining seven are all ways to enforce isolation. Rule 3, for example: “The number of people with any connection to the project should be restricted in an almost vicious manner.” Rule 13 is more of the same: “Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.” Isolation, then, according to Johnson, is the most important key to success in a skunk works. The reasoning here is twofold. There’s the obvious need for military secrecy, but more important is the fact that isolation stimulates risk taking, encouraging ideas weird and wild and acting as a counterforce to organizational inertia. Organizational inertia is the notion that once any company achieves success, its desire to develop and champion radical new technologies and directions is often tempered by the much stronger desire not to disrupt existing markets and lose their paychecks. Organizational inertia is fear of failure writ large, the reason Kodak didn’t recognize the brilliance of the digital camera, IBM initially dismissed the personal computer, and America Online (AOL) is, well, barely online. But what is true for a corporation is also true for the entrepreneur. Just as the successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs need a buffer between themselves and the rest of society. As Burt Rutan, winner of the Ansari XPRIZE, once taught me: “The day before something is truly a breakthrough, it’s a crazy idea.” Trying out crazy ideas means bucking expert opinion and taking big risks. It means not being afraid to fail. Because you will fail. The road to bold is paved with failure, and this means having a strategy in place to handle risk and learn from mistakes is critical. In a talk given at re:Invent 2012, Amazon CEO Jeff Bezos7 explains it like this: “Many people misperceive what good entrepreneurs do. Good entrepreneurs don’t like risk. They seek to reduce risk. Starting a company is already risky . . . [so] you systematically eliminate risk in those early days.

High-performing teams were more likely to incorporate information security into the delivery process. Their infosec personnel provided feedback at every step of the software delivery lifecycle, from design through demos to helping with test automation.

Dodds recognised all three of the men in front of him: Commodore Parks and Commodore Hawke sat either side of Turner, both waiting patiently for the admiral to begin. Behind the desk, a window that made up the entire back wall permitted Dodds a view of the twinkling stars outside. He forced himself not to be distracted by the sight. Aside from the four men, only two others occupied the room: both armed security personnel by the closed door at the other end, rifles drawn and pointed down.

Personnel are the primary weak point in information security.

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

Make no mistake: LIBERALS control the Deep State. Writing for National Review a few years back, Fred Fleitz, a retired CIA analyst, wrote how LIBERALS had taken control of our intelligence agencies. According to Fleitz, who is vice president of the Center for Security Policy, a Washington think tank, the Clinton years were like a Petri dish for the politicization of the CIA. “The liberal tilt within the CIA, especially in the Directorate of Intelligence (the analysis office), grew worse during the Clinton years as personnel were hired and promoted to support Clinton-Gore policy objectives,” 2 he wrote. Those policy objectives didn’t seem to include keeping the United States safe from Osama bin Laden.

The Korean War had a number of other major consequences. One of these the rearmament of Japanese forces. The bulk of the Occupation troops were to be on duty in Korea, so to maintain security in Japan MacArthur ordered the formation of a National Police Reserve of 75k men in July 1950. In order not to breach Article IX of the constitution this was designated a self-defense unit but rearmament nevertheless caused considerable controversy. To clarify its defensive nature the unit was renamed the National Safety Forces in 1952 and finally given its present title of Self-Defense Forces (Jieitai) in 1954. ATthis point it contained some 165k personnel.

air force STS team made up of combat controllers and pararescue personnel. The team specialized in securing landing sites and evacuating wounded and downed aviators. They were a crucial part of the mission,

Aubrey Davis, officer, Protective Service Unit, Defense Protective Service, Pentagon: The secretary came out the door and asked what was going on. I told him we were getting a report that an aircraft had hit the Mall side of the building. He looked at me and immediately went toward the Mall. I said, “Sir, do you understand, that’s the area of impact, the Mall.” He kept going, so I told Officer [Gilbert] Oldach to come on. I saw Mr. Kisling, Joe Wassel, and Kevin Brown sitting in the personnel security office, and I waved for them to come with us. Donald Rumsfeld: I went out to see what was amiss.

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