Staff Transfer Quotes

Although, in principle, the psychoanalytical theory of borderlines is not punitive, in practice 'borderline' is almost always used to indicate that the patient is hostile, demanding, unpleasant, manipulative, attention-seeking, and prone to regression and dependency if admitted to hospital; in other words patient is a witch by Malleus Maleficarum criteria. The term 'borderline' functions to rationalize sadistic counter-transference, and to legitimize rejecting triaging decisions within the health-care system. Actually, most of the time, in my experience, the splitting is coming from the staff, not the patient, and it is the mental-health professionals who are using projection and denial. This is an example of 'blaming the victim,' which is a fundamental borderline psychodynamic.

...There might be a problem, What is that, Minister, We shall find ourselves obliged to put staff there to supervise the transfers, and I doubt whether we will be able to count on volunteers, I doubt whether that will be necessary, Minister, Why, Should anyone suspected of infection turn blind, as will naturally happen sooner or later, you may be sure, Minister, that the others who still have their sight, will turn him out at once, You're right, Just as they would not allow in any blind person who suddenly felt like changing places, Good thinking, Thank you, Minister, may I give orders to proceed, Yes, you have carte blanche.

Joshie has always told Post Human Services Staff to keep a diary, to remember who we were because every moment, our brains and synapses are being rebuilt and rewired with maddening disregard for our personalities, so that each year, each month, each day, we transfer into a different person, an utterly unfaithful iteration of our original selves, of the drooling kid in the sandbox. But not me. I am still a facsimile of my early childhood. I am still looking for a loving dad to lift me up and brush the sand off my ass and to hear English, calm and hurtless, fall off his lips.

Within the mental-health system in North America, the borderline victim of severe childhood trauma is usually blamed for her behaviour, which is regarded as having no legitimate basis and being self-indulgent; her trauma history is ignored and not talked about; and she is given as little treatment and follow-up as possible. At St Boniface Hospital in Winnipeg, many staff members expressed the opinion, in my presence, that borderlines and multiple personality disorder patients did not have a legitimate right to in-patient treatment, and the out-patient department would not accept patients with either diagnosis. (1995)

I believe all churches and ministries can grow if only they master a discipleship process that is simple, biblical, and transferable. I know of churches that are missing many seemingly important things such as nice buildings, good music equipment, support staff, big givers, and dynamic preachers. Yet they are still growing because they are making disciples. Churches can be blessed with all those seemingly important things and become completely consumed with activities that have nothing to do with making disciples. Our goal is to make our small groups and everything else we do support our discipleship process. Unfortunately, crowded church calendars often compete with discipleship. No activity is neutral. We recognize that everything we do and say will either underline or undermine our discipleship process. STRATEGY

The case of a patient with dissociative identity disorder follows: Cindy, a 24-year-old woman, was transferred to the psychiatry service to facilitate community placement. Over the years, she had received many different diagnoses, including schizophrenia, borderline personality disorder, schizoaffective disorder, and bipolar disorder. Dissociative identity disorder was her current diagnosis. Cindy had been well until 3 years before admission, when she developed depression, "voices," multiple somatic complaints, periods of amnesia, and wrist cutting. Her family and friends considered her a pathological liar because she would do or say things that she would later deny. Chronic depression and recurrent suicidal behavior led to frequent hospitalizations. Cindy had trials of antipsychotics, antidepressants, mood stabilizers, and anxiolytics, all without benefit. Her condition continued to worsen. Cindy was a petite, neatly groomed woman who cooperated well with the treatment team. She reported having nine distinct alters that ranged in age from 2 to 48 years; two were masculine. Cindy’s main concern was her inability to control the switches among her alters, which made her feel out of control. She reported having been sexually abused by her father as a child and described visual hallucinations of him threatening her with a knife. We were unable to confirm the history of sexual abuse but thought it likely, based on what we knew of her chaotic early home life. Nursing staff observed several episodes in which Cindy switched to a troublesome alter. Her voice would change in inflection and tone, becoming childlike as ]oy, an 8-year-old alter, took control. Arrangements were made for individual psychotherapy and Cindy was discharged. At a follow-up 3 years later, Cindy still had many alters but was functioning better, had fewer switches, and lived independently. She continued to see a therapist weekly and hoped to one day integrate her many alters.

But employee ownership is not just about sharing. It is also, in practice, often about giving. Such schemes depend on someone, usually the proprietor, deciding at some point to transfer ownership of some or all of a company to its employees. And it is this aspect of the ideal, I think, that has the greatest significance for my story. Of all the things I have given, it is arguable that the shares in my company that I gave away had the greatest financial value. In fact, I have rarely thought of this transfer of ownership as a gift, and I would be wrong if I did. The staff had a right to share in the company. Without them, the company would not have been so prosperous (and I am certain that Xansa would never have reached anything like the financial heights it eventually did if it hadn’t been powered by the fuel of staff ownership). But while I never doubted that aspect of the transfer, I did sometimes struggle with a more abstract issue: the fact that transferring ownership also means, ultimately, transferring control. That was the real challenge: surrendering power. Anyone can adjust to having a bit less money; ceding control of an enterprise that really matters to you is, by contrast, painfully counterintuitive. Who in their right mind would entrust an organisation that they have built up against all the odds, through years of tears, toil and sweat, to someone else? What if they mess it up? What if they don’t really understand what it is that you have created? What if they take it in some dangerous new direction, or manage it in a less idealistic way? Yet without that surrender, the most important part of the transaction is lost. A feudal grandee can be as generous as he likes with his wealth and property, but as long as he remains the grandee then his dependants are not empowered: they are merely well-fed. Empowering them means letting go: in other words, ceasing to be the grandee. I have struggled all my life with an instinct to hang on to the things that matter most to me, to control and protect them myself. Yet the art of surrender is, I am convinced, a key to many kinds of success - and fulfilment. And many lives are limited by a failure to master it.

Gentile’s office in downtown Las Vegas, I got on the elevator and turned around and there was a TV camera. It was just the two of us in the little box, me and the man with the big machine on his shoulder. He was filming me as I stood there silent. “Turn the camera off,” I said. He didn’t. I tried to move away from him in the elevator, and somehow in the maneuvering he bumped my chin with the black plastic end of his machine and I snapped. I slugged him, or actually I slugged the camera. He turned it off. The maids case was like a county fair compared with the Silverman disappearance, which had happened in the media capital of the world. It had happened within blocks of the studios of the three major networks and the New York Times. The tabloids reveled in the rich narrative of the case, and Mom and Kenny became notorious throughout the Western Hemisphere. Most crimes are pedestrian and tawdry. Though each perpetrator has his own rap sheet and motivation and banged-up psyche, the crime blotter is very repetitive. A wife beater kills his wife. A crack addict uses a gun to get money for his habit. Liquor-store holdups, domestic abuse, drug dealer shoot-outs, DWIs, and so on. This one had a story line you could reduce to a movie pitch. Mother/Son Grifters Held in Millionaire’s Disappearance! My mother’s over-the-top persona, Kenny’s shady polish, and the ridiculous rumors of mother-son incest gave the media a narrative it couldn’t resist. Mom and Kenny were the smart, interesting, evil criminals with the elaborate, diabolical plan who exist in fiction and rarely in real life. The media landed on my life with elephant feet. I was under siege as soon as I returned to my office after my family’s excursion to Newport Beach. The deluge started at 10 A.M. on July 8, 1998. I kept a list in a drawer of the media outlets that called or dropped by our little one-story L-shaped office building on Decatur. It was a tabloid clusterfuck. Every network, newspaper, local news station, and wire service sent troops. Dateline and 20/20 competed to see who could get a Kimes segment on-air first. Dateline did two shows about Mom and Kenny. I developed a strategy for dealing with reporters. My unusual training in the media arts as the son of Sante, and as a de facto paralegal in the maids case, meant that I had a better idea of how to deal with reporters than my staff did. They might find it exciting that someone wanted to talk to them, and forget to stop at “No comment.” I knew better. So I hid from the camera crews in a back room, so there’d be no pictures, and I handled the calls myself. I told my secretary not to bother asking who was on the line and to transfer all comers back to me. I would get the name and affiliation of the reporter, write down the info on my roster, and

The Economist has produced a more sophisticated set of ‘back-of-the-envelope’ estimates in an interactive basic income calculator for all OECD countries.4 This purports to show how much could be paid as a basic income by switching spending on non-health transfers, leaving tax revenues and other public spending unchanged. Interestingly, even on this very restrictive basis, a cluster of seven west European countries could already pay over $10,000 per person per year. The United States could pay $6,300 and Britain $5,800. Obviously, for most countries, the level of basic income that could be financed from this tax-neutral welfare-switching exercise would be modest – though, especially for bottom-ranked countries such as South Korea ($2,200) or Mexico (only $900), this largely reflects their current low tax take and welfare spending. The Economist’s interactive calculator also aims to calculate what tax rises would be needed to pay a basic income of a given amount. For the UK, the calculator estimates that the cost of a basic income of one-third average GDP per head would require a 15 percentage point rise in tax take. Its calculations can again be questioned in their own terms. However, all these back-of-the-envelope exercises are flawed in more fundamental ways. First, they do not allow for clawing the basic income back in tax from higher-income earners, which could be done with no net cost to the affluent or to the Exchequer, simply by tweaking tax rates and allowances so that the extra tax take equals the basic income paid. Second, they do not take account of administrative savings from removal of means testing and behaviour conditions. Administration accounted for £8 billion of the £172 billion 2013–14 budget of the UK’s Department of Work and Pensions, much of which will have gone to pay staff in local job centres to monitor and sanction benefit recipients. This does not include hundreds of millions of pounds paid to private contractors to carry out so-called ‘work assessment’ tests on people with disabilities, which have led to denial of benefits to some of society’s most vulnerable people. Third, they compare the cost of a basic income with the existing welfare budget and assume that all other areas of public spending remain intact. Yet governments can always choose to realign spending priorities. The UK government could save billions by scrapping the plan to replace the Trident nuclear missile system, now estimated to cost more than £200 billion over its lifetime. It could save further billions by ending subsidies that go predominantly to corporations and the affluent.

Harold lies in the darkened room with curtains drawn. It is one thirty in the afternoon and his lunch tray seems to almost sigh at the untouched food. His words are soft and not many. He listens, looking down, as you speak about concerned staff referring him to a counselling program – you are here to see if he is interested. “I’m fine,” he says, in a rare attempt to meet your eye, and it is clear to you that he is not. He is 88 years old and five months ago his right leg had to be amputated due to complications with diabetes. Immediately after, he was transferred to an aged care facility an hours drive from his wife Elizabeth, two years his senior, who could no long care for him at home. A month after that he was transferred to this facility; his wife can now more easily visit him. But, he tells you, he does not know why she bothers. “There’s no point,” he says, and you wonder if he is also referring to being alive.

The ripple effect of their new attitude transferred to their customer interactions, improving the customers’ experience with the company, increasing repeat and referral business, which increased everyone’s pride. That simple change over the period of eighteen months did a complete 180 on the company culture. Net profits grew by more than 30 percent during that time, utilizing the same staff and zero additional investment in marketing.

David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.

Enhancing our memory is just the beginning. When you express an idea in writing, it’s not just a matter of transferring the exact contents of your mind into paper or digital form. Writing creates new knowledge that wasn’t there before. Each word you write triggers mental cascades and internal associations, leading to further ideas, all of which can come tumbling out onto the page or screen.V Thinking doesn’t just produce writing; writing also enriches thinking. There is even significant evidence that expressing our thoughts in writing can lead to benefits for our health and well-being.11 One of the most cited psychology papers of the 1990s found that “translating emotional events into words leads to profound social, psychological, and neural changes.” In a wide range of controlled studies, writing about one’s inner experiences led to a drop in visits to the doctor, improved immune systems, and reductions in distress. Students who wrote about emotional topics showed improvements in their grades, professionals who had been laid off found new jobs more quickly, and staff members were absent from work at lower rates. The most amazing thing about these findings is that they didn’t rely on input from others. No one had to read or respond to what these people wrote down—the benefits came just from the act of writing.

While further exploring the first floor of the hospital, the friends discovered a dusty room filled with old photographs and crumbling letters; the room was labeled “Archives”. One picture caught their attention — a group of children in tattered school uniforms, their faces frozen in time. The letters spoke of longing and loneliness, and the pain of separation. “These kids do not look like they were at this school according to their own will. They look very sad, almost disturbed.” Emily said as she looked around, cautious of what may be in the basement of this place. Continuing on the main floor, a second room also had file cabinets in it but had no name on the door. Inside the room was an article from the Mountainside times of a time when the hospital had its own tale of tragedy and despair. During the war, the medical facility had been overwhelmed with wounded soldiers, and the staff struggled to provide adequate care. Rumors circulated of a nurse who, unable to cope with the constant death and suffering, succumbed to madness, killing 3 interns and one patient before being shot. It went on to say that since this incident, patients reported she still wandered the desolate corridors, her soft footsteps and distant sobs haunting those who dared to stay overnight. The war department cited an increase in transfer requests out of the hospital citing the interactions with “the inhabitants” that haunt the place. As the friends explored the hospital's abandoned wards and empty rooms, they could almost feel the weight of the past pressing down on them the whole time. Shadows danced along the peeling wallpaper, and the air was filled with an otherworldly chill and the dampness of a bog. Every creak and groan of the building seemed to whisper the stories of those who had lived and died within its walls. Its decrepit walls and shattered windows bathed in the ghostly light of the full moon.

The sort of candidate who might have benefited from such legislation is Boštjan Špetič, a Slovenian citizen, discussed previously. As founder of Zemanta, Špetič had opened his business in New York in 2009 with an L-1A visa, used to transfer a foreign company's top managers. Zemanta had an office in London and Špetič had moved to the USA from there. After a year, however, he was denied a visa renewal. “The US officers said that we didn’t have enough staff in the United States to justify a senior executive position,” recalls Špetič. “They stated that it was obvious from the organizational chart that we didn’t have an office manager, implying that no one was answering phone calls, and that’s why we could not claim a senior executive transfer. Somewhere in my office I still have four pages of explanations. At that point, I called everybody, the American ambassador in Slovenia, the Slovenian ambassador here, the Slovenian foreign ministry. My investor, Fred Wilson, got in touch with a New York senator, but no one could do anything.” Špetič therefore had to work from Ljubljana for the following three months, when a new attorney finally found the right bureaucratic avenue to obtain an L-1B visa, a specialized technology visa. “Personally, I want to move back home eventually,” says Špetič. “I’m not looking to permanently immigrate to the US. I prefer the European lifestyle. Nevertheless, this is absolutely the best place to build a startup, especially in the media space. It made so much sense to build and grow the company here. I never could have done it in Europe, and that is an amazing achievement for New York City.” For this reason, when other European entrepreneurs ask him for advice, Špetič always tells them to settle in New York, at least for a period of time, to gain American experience. And for them he dreams of creating a co-working space modeled after WeWork Labs: “Imagine a place exactly like this, but with decent coffee, wine tasting events in the evening and only non-US business people working in its offices,” explains Špetič. “There is a set of problems that foreigners have that Americans just can’t understand. Visa issues are the most obvious ones. Working-with-remote-teams issues, travel issues, personal issues such as which schools to send your children to… It’s a set of things that is different from what American startups talk about. You don’t need networking events for foreigners because you want people to network into the New York community, but a working environment would make sense because it would be like a safe haven, an extra comfort zone for foreigners with a different work culture.

The “Lost Day” film and the comments by Putin and Medvedev have revealed a great deal: that the invasion of Georgia in August 2008 was indeed a preplanned aggression and that so-called “Russian peacekeepers” in South Ossetia and Abkhazia were in fact the vanguard of the invading forces that were in blatant violation of Russia’s international obligations and were training and arming the separatist forces. The admission by Putin that Ossetian separatist militias acted as an integral part of the Russian military plan transfers legal responsibility for acts of ethnic cleansing of Georgian civilians and mass marauding inside and outside of South Ossetia to the Russian military and political leadership. Putin’s admission of the prewar integration of the Ossetian separatist militias into the Russian General Staff war plans puts into question the integrity of the independent European Union war report, written by Swiss diplomat Heidi Tagliavini that accused the Georgians of starting the war and attacking Russian “peacekeepers,” which, according to Tagliavini, warranted a Russian military response.

Campers handwrite letters on a form that is scanned into Walden’s computer as PDF files and e-mailed home three days later. Parents can e-mail Walden with notes for their child, and these are printed and delivered to campers three days after being received. The delay of three days on either end was designed to intentionally mimic the same lag that Canada Post experiences, which is crucial, according to Birenbaum, to preserve something he referred to as “the transfer of authority.” “Let’s say a kid is getting bullied in a cabin by another camper,” he said, using a recent example. “If she writes an e-mail home on her phone, her mother reacts immediately, advising action to her daughter, and contacting me to remedy the problem. The mother retains authority. But with a six-day delay from the time the daughter sends her letter to the mother’s response, the camper has to deal with the problem of the bully. Eventually, the camper realizes that ‘Hey, maybe this eighteen-year-old staff member taking care of me is someone who I should talk with,’” and you suddenly achieve that transfer of authority from parent to counselor that is crucial for Walden’s social cohesion.

In 2009, Zeke and I decided to entertain suitors, in large part because Zeke’s charter school, the Equity Project, was in full swing.* It wasn’t an easy decision, but we felt that having a well-resourced parent would ensure that the company would thrive in the long term. After a competitive bidding process, we agreed to be acquired by Kaplan and the Washington Post Company in December of that year. I remember the day vividly. After all the documents were signed, I sat there and waited for the transfer to clear. I was sitting at my web browser, hitting refresh over and over again until it cleared in the late afternoon. And there it was. I let out a “Yeah!” and emerged from my office. I walked around dispensing checks to employees, as we had set aside a bonus pool for both staff and instructors. It’s a lot of fun giving away money. I was Asian Santa Claus for a day. I went home for the holidays the following week. At this point my parents were quite pleased with me; my assuming the mortgage on their apartment likely had something to do with that. I zeroed out my student loans that week too. I’d gone from scrapping and scrimping for almost a decade to being a thirty-four-year-old millionaire.

I urge, then, first of all, that petitions, prayers, intercession and thanksgiving be made for all people. —1 Timothy 2:1 (NIV) In the middle of a busy morning at the office, I’d just finished a long e-mail to a colleague when the phone rang. I didn’t recognize the number but answered. A faint voice said, “I’m Bernadette.” “I’m Rick Hamlin,” I replied, trying to remember if there was a Bernadette in any story I was working on. “May I help you?” “I need someone to pray for me,” she said. “My friend Mary is very sick from cancer. They’ve just put her on hospice care. I don’t know what to do…” Her voice broke. “You need to speak to someone at OurPrayer…,” I started to say. OurPrayer is our ministry here at Guideposts with dedicated, trained staff members and volunteers who pray for people on the Web and on the phone. But if I transferred the call, Bernadette might hang up, lose her nerve. I couldn’t put her on hold. “Tell me about your friend,” I said. They knew each other from childhood. They talked on the phone every day. The cancer had come very quickly. Bernadette was in shock. Each time she visited her friend, she was afraid of dissolving in tears. “If I could just pray with someone,” she said. I found myself asking, “Want me to pray with you right now?” “Yes, please,” she said. I closed my eyes and lowered my voice, hoping none of my colleagues would interrupt. I’m not sure what I said, but I trusted that the right words would come. “Be with Mary and Bernadette,” I ended. “Amen.” “Amen,” Bernadette said. “Thank you, sir. That was nice of you.” She hung up, and I returned to work. Maybe Bernadette was supposed to get my number. Perhaps praying for her was the most important thing I would do all day. Dear Lord, let me know how to say yes when You call. —Rick Hamlin Digging Deeper: Eph 6:18; Col 4:2

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COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

The following year, Low had arranged for $170 million from the Goldman-prepared power-plant bonds to fill Najib’s account. To avoid questions, Cheah and Low had seen to it the account was marked as one used for internal bank transfers, meaning it would not be visible to compliance staff. The Australian and New Zealand Banking Group, known as ANZ, owned a minority stake in AmBank, giving it the right to appoint executives and board members. But ANZ’s management had no idea about this secret account’s existence. Joanna Yu, a middle-level AmBank executive, was tasked with taking instructions from Low about incoming wires and outgoing checks. Najib had used most of the initial infusion to pay off crony politicians, as well as on jewelry and a $56,000 expense at Signature Exotic Cars, a high-end car dealership in Kuala Lumpur. Now, with the elections approaching, the account was about to become a lot more active.

Each of those visionary leaders created a brilliant loonshot nursery; they achieved Bush-Vail rule #1: phase separation. But they remained judge and jury of new ideas. Unlike Bush and Vail, who saw their role as gardeners tending to the touch and balance between loonshots and franchises, encouraging transfer and exchange, those three master P-type innovators saw themselves as Moses, raising their staffs, anointing the chosen loonshot.

Getting the touch and balance right requires a gentle helping hand to overcome internal barriers—the hand of a gardener rather than the staff of a Moses. If the transfer is either overforced (a thunderous commandment) or underforced (no helping hand), promising ideas and technologies will languish in the labs. The organization will lose the technologies, it will lose the race against time, and it will lose the loyalty of its inventors, who won’t stay around for long.

Free at last to admit what many employees and observers had long known, Nadella declared publicly that one of Microsoft’s biggest mistakes had been “to think of the PC as the hub for everything for all time to come.” Acting on this conviction, Nadella scaled back the influence of the Windows division and redirected investment toward Azure, Microsoft’s fast-growing cloud business. In 2018, the Windows group was reorganized out of existence, with its staff transferred into the Azure and Microsoft Office teams.

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Given the novelty of this organization, lines of authority were confused. Although Bremer nominally worked for and reported to Defense Secretary Rumsfeld, he increasingly dealt directly with the White House staff and bypassed the Pentagon bureaucracy. Relationships with the local U.S. military command were reportedly both strained and confused. The massive U.S. military presence and its role in providing law and order were regarded as increasingly oppressive by the Iraqi people, and this perception played a role in stimulating violent resistance. And then, with the transfer of sovereignty in June 2004, this entire, large bureaucracy had to be dismantled and its functions handed back either to Iraqi ministries or to the new embassy/ country team. This once again created substantial confusion as roles and missions were reassigned to a different bureaucracy.

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