Standard Operating Procedures Quotes

we were in her big oak bed facing south so much of the rest of the time that I memorized each wrinkle in the drapes and especially all the cracks in the ceiling. I used to play games with her with that ceiling. "see those cracks up there?" "where?" "look where I'm pointing..." "o.k." "now, see those cracks, see the pattern? it forms and image. do you see what it is?" "umm, umm ..." "go on, what is it?" "I know! It's a man on top of a woman!" "wrong. it's a flamingo standing by a stream." . . . we finally got free of one another. it's sad but it's standard operating procedure (I am constantly confused by the lack of durability in human affairs). I suppose the parting was unhappy maybe even ugly. it's been 3 or 4 years now and I wonder if she ever thinks of me, of what I am doing?

Over the course of many encounters and many years, I have successfully developed a standard operating procedure for dealing with big, nasty monsters. Run away.

Doing what’s right when someone was in need should be standard operating procedure for all humankind.

paranoia was my standard operating procedure.

In the West, I guess you’d call it corruption. In North Korea, it was just standard operating procedure.

If only we had the power to see ourselves in the same way that others see us.’ Of all the mantras one might adopt in life, this is surely one of the better ones and for anyone in a leadership role it should be an essential part of the checks and balances that are built into a company’s standard operating procedures.

When justice is more certain and more mild, is at the same time more efficacious.

we finally got free of one another. it's sad but it's standard operating procedure (I am constantly confused by the lack of durability in human affairs).

Because adherence to standard operating procedures is difficult to second-guess, decision makers who expect to have their decisions scrutinized with hindsight are driven to bureaucratic solutions—and to an extreme reluctance to take risks.

Innovation and progress are achieved only by those who venture beyond standard operating procedure.

A Checklist is an Externalized, predefined Standard Operating Procedure for completing a specific task. Creating a Checklist is enormously valuable for two reasons. First, Checklisting will help you define a System for a process that hasn’t yet been formalized—once the Checklist has been created, it’s easier to see how to improve or Automate the system. Second, using Checklists as a normal part of working can help ensure that you don’t forget to handle important steps that are easily overlooked when things get busy.

The Minimalist Technology Screen To allow an optional technology back into your life at the end of the digital declutter, it must: Serve something you deeply value (offering some benefit is not enough). Be the best way to use technology to serve this value (if it’s not, replace it with something better). Have a role in your life that is constrained with a standard operating procedure that specifies when and how you use it.

His ego was depleted after a long day of meetings. So he just turned to standard operating procedures instead of thinking through the problem.

When I’m sitting by my gay friends in church, I hear everything through their ears. When I’m with my recently divorced friend, I hear it through hers. This is good practice. It helps uncenter us (which is, you know, the whole counsel of the New Testament) and sharpens our eye for our sisters and brothers. It trains us to think critically about community, language, felt needs, and inclusion, shaking off autopilot and setting a wider table. We must examine who is invited, who is asked to teach, who is asked to contribute, who is called into leadership. It is one thing to “feel nice feelings” toward the minority voice; it is something else entirely to challenge existing power structures to include the whole variety of God’s people. This is not hard or fancy work. It looks like diversifying small groups and leadership, not defaulting to homogeny as the standard operating procedure. Closer in, it looks like coffee dates, dinner invites, the warm hand of friendship extended to women or families outside your demographic. It means considering the stories around the table before launching into an assumed shared narrative. It includes the old biblical wisdom on being slow to speak and quick to listen, because as much as we love to talk, share, and talk-share some more, there is a special holiness reserved for the practice of listening and deferring.

But it was not merely her choice to be a witness of the dirty work on Tier 1A. It was her role. As a woman she was not expected to wrestle prisoners into stress positions or otherwise overpower them, but rather just by her presence, to amplify their sense of powerlessness. She was there as an instrument of humiliation...The MPs knew very little about their prisoners or the culture they came from, and they understood less. But at Fort Lee, before they deployed, they were given a session of “cultural awareness training,” from which they’d taken away the understanding—constantly reinforced by MI handlers—that Arab men were sexual prudes, with a particular hang-up about being seen naked in public, especially by women. What better way to break an Arab, then, than to strip him, tie him up, and have a "female bystander," as Graner describer Harman, laugh at him? American women were used on the MI block in the same way that Major David DiNenna spoke of dogs—as "force multipliers." Harman understood. She didn’t like being naked in public herself. To the prisoners, being photographed may have seemed an added dash of mortification, but to Harman, taking pictures was a way of deflecting her own humiliation in the transaction—by taking ownership of her position as spectator.

A focus on steady, long-term growth may be unheard of now in most public companies, but it was standard operating procedure for corporations in the 1950s and ’60s, until we wilted in the face of foreign competition and the global economy and became obsessed with shareholder value.

But no soldier above the rank of sergeant ever served jail time. No civilian interrogators ever faced legal proceedings. Nobody was ever charged with torture, or war crimes, or any violation of the Geneva Conventions. Nobody ever faced charges for keeping prisoners naked,or shackled. Nobody ever faced charges for holding prisoners as hostages. Nobody ever faced charges for incarcerating children who were accused of no crime and posed no known security threat. Nobody ever faced charges for holding thousands of prisoners in a combat zone in constant danger of their lives. Nobody ever faced charges for arresting thousands of civilians without direct cause and holding them indefinitely, incommunicado, in concentration camp conditions. Nobody ever faced charges for shooting and killing prisoners who were confined behind concertina wire. And nobody has ever been held to account for murdering al-Jamadi in the Tier 1B shower, although Sabrina Harman initially faced several charges for having photographed him there.

Serve something you deeply value (offering some benefit is not enough). Be the best way to use technology to serve this value (if it’s not, replace it with something better). Have a role in your life that is constrained with a standard operating procedure that specifies when and how you use it.

Brutality is boring. Over and over, hell night after hell night, the same old dumb, tedious, bestial routine: making men crawl; making men groan, hanging men from the bars; shoving men; slapping men; freezing men in the showers; running men into walls; displaying shackled fathers to their sons and sons to their fathers. And if it turned out that you'd been given the wrong man, when you were done making his life unforgettably small and nasty, you allowed him to be your janitor and pick up the other prisoners' trash. There was always another prisoner, and another. Faceless men under hoods: you stripped them of their clothes, you stripped them of their pride. There wasn't much more you could take away from them, but people are inventive: one night some soldiers took a razor to one of Saddam's former general in Tier 1A and shaved off his eyebrows. He was an old man. "He looked like a grandfather and seemed like a nice guy," Sabrina Harman said, and she had tried to console him, telling him he looked younger and slipping him a few cigarettes. Then she had to make him stand at attention facing a boom box blasting the rapper Eminem, singing about raping his mother, or committing arson, or sneering at suicides, something like that⁠—these were some of the best-selling songs in American history. "Eminem is pretty much torture all in himself, and if one person's getting tortured, everybody is, because that music's horrible," Harman said. The general maintained his bearing against the onslaught of noise. "He looked so sad," Harman said. "I felt so bad for the guy." In fact, she said, "Out of everything I saw, that's the worst." This seems implausible, or at least illogical, until you think about it. The MI block was a place where a dead guy was just a dead guy. And a guy hanging from a window frame or a guy forced to drag his nakedness over a wet concrete floor⁠—well, how could you relate to that, except maybe to take a picture? But a man who kept his chin up while you blasted him with rape anthems, and old man shorn of his eyebrows whose very presence made you think of his grandkids--you could let that get to you, especially if you had to share in his punishment: "Slut, you think I won't choke no whore / til the vocal cords don't work in her throat no more!..." or whatever the song was.

The best bosses find the sweet spot between acting like spineless wimps who always do just as they are told (no matter how absurd) versus insubordinate rabble-rousers who challenge and ignore every order and standard operating procedure. Good bosses try to cooperate with superiors and do what is best for their organizations, but they realize that defiance can be required to protect their people and themselves – and sometimes is even ultimately appreciated by superiors.

Dangerous systems usually required standardized procedures and some form of centralized control to prevent mistakes. That sort of management was likely to work well during routine operations. But during an accident, Perrow argued, “those closest to the system, the operators, have to be able to take independent and sometimes quite creative action.” Few bureaucracies were flexible enough to allow both centralized and decentralized decision making, especially in a crisis that could threaten hundreds or thousands of lives. And the large bureaucracies necessary to run high-risk systems usually resented criticism, feeling threatened by any challenge to their authority. “Time and time again, warnings are ignored, unnecessary risks taken, sloppy work done, deception and downright lying practiced,” Perrow found. The instinct to blame the people at the bottom not only protected those at the top, it also obscured an underlying truth. The fallibility of human beings guarantees that no technological system will ever be infallible.

SPEAKING OF CONTROL “She did not have to struggle to stay on task for hours. She was in a state of flow.” “His ego was depleted after a long day of meetings. So he just turned to standard operating procedures instead of thinking through the problem.” “He didn’t bother to check whether what he said made sense. Does he usually have a lazy System 2 or was he unusually tired?” “Unfortunately, she tends to say the first thing that comes into her mind. She probably also has trouble delaying gratification. Weak System 2.

The customer service agents who accepted the defaults of Internet Explorer and Safari approached their job the same way. They stayed on script in sales calls and followed standard operating procedures for handling customer complaints. They saw their job descriptions as fixed, so when they were unhappy with their work, they started missing days, and eventually just quit. The employees who took the initiative to change their browsers to Firefox or Chrome approached their jobs differently. They looked for novel ways of selling to customers and addressing their concerns. When

Harman was right: those pictures were worse. But, leaving aside the fact that photographs of death and nudity, however newsworthy, don't get much play in the press, the power of an image does not necessarily reside in what it depicts. A photograph of a mangled cadaver, or of a naked man trussed in torment, can shock and outrage, provoke protest and investigation, but it leaves little to the imagination. It may be rich in practical information while being devoid of any broader meaning. To the extent that it represents any circumstances or conditions beyond itself, it does so generically. Such photographs are repellent in large part because they have a terrible reductive sameness. Except from a forensic point of view, they are unambiguous, and have the quality of pornography. They are what they show, nothing more. They communicate no vision and, shorn of context, they offer little, if anything, to think about, no occasion for wonder. They have no value as symbols. Of course, the dominant symbol of Western civilization is the figure of a nearly naked man being tortured to death⁠—or more simply, the torture implement itself, the cross. But our pictures of Christ's savage death are the product of religious imagination and idealization. In reality, with his battered flesh scabbed and bleeding and bloated and discolored beneath the pitiless Judean desert sun, he must have been ghastly to behold. Had there been cameras at Calvary, would twenty centuries of believers have been moved to hang photographs of the scene on their altarpieces and in their homes, or to wear an icon of a man being executed around their necks as as an emblem of peace and hope and human fellowship? Photography is too frank to allow for the notion of suffering as noble and ennobling...

In the last week of April 2004, a handful of the Abu Ghraib photographs were broadcast on 60 minutes and published in The New Yorker, and within a couple of days they had been rebroadcast and republished pretty much everywhere on earth. Overnight, the human pyramid, the hooded man on the box, the young woman soldier with a prisoner on a leash, and the corpse packed in ice had become the defining images of the Iraq war...Never before had such primal dungeon scenes been so baldly captured on camera...But above all, it was the posing soldiers, mugging for their buddies' cameras while dominating the prisoners in trophy stances, that gave the photographs the sense of unruly and unmediated reality. The staging was part of the reality they documented. And the grins, the thumbs-up, the arms crossed over puffed-out chests—all this unseemly swagger and self-regard was the height of amateurism. These soldier-photographers stood, at once, inside and outside the events they recorded, watching themselves take part in the spectacle, and their decision not to conceal but to reveal what they were doing indicated that they were not just amateur photographers, but amateur torturers. So the amateurism was not merely a formal dimension of the Abu Ghraib pictures. It was part of their content, part of what we saw in them, and it corresponded to an aspect of the Iraq War that troubled and baffled nearly everyone: the reckless and slapdash ineptitude with which it had been prosecuted. It was an amateur-run war, a murky and incoherent war. It was not clear why it was waged; too many reasons were given, none had held up, and the stories we invented to explain it to ourselves hardly seemed to matter, since once it was started the war had become its own engine—not a means to an end but an end in itself. What had been billed as a war of ideas and ideals had been exposed as a war of poses and posturing.

There has been so much misinformation spread about the nature of this interview that the actual events that took place merit discussion. After being discreetly delivered by the Secret Service to the FBI’s basement garage, Hillary Clinton was interviewed by a five-member joint FBI and Department of Justice team. She was accompanied by five members of her legal team. None of Clinton’s lawyers who were there remained investigative subjects in the case at that point. The interview, which went on for more than three hours, was conducted in a secure conference room deep inside FBI headquarters and led by the two senior special agents on the case. With the exception of the secret entry to the FBI building, they treated her like any other interview subject. I was not there, which only surprises those who don’t know the FBI and its work. The director does not attend these kinds of interviews. My job was to make final decisions on the case, not to conduct the investigation. We had professional investigators, schooled on all of the intricacies of the case, assigned to do that. We also as a matter of procedure don’t tape interviews of people not under arrest. We instead have professionals who take detailed notes. Secretary Clinton was not placed under oath during the interview, but this too was standard procedure. The FBI doesn’t administer oaths during voluntary interviews. Regardless, under federal law, it would still have been a felony if Clinton was found to have lied to the FBI during her interview, whether she was under oath or not. In short, despite a whole lot of noise in the media and Congress after the fact, the agents interviewed Hillary Clinton following the FBI’s standard operating procedures.

No revolution can be successful without organization and money. "The downtrodden masses" usually provide little of the former and none of the latter. But Insiders at the top can arrange for both.   What did these people possibly have to gain in financing the Russian Revolution? What did they have to gain by keeping it alive and afloat, or, during the 1920's by pouring millions of dollars into what Lenin called his New Economic Program, thus saving the Soviets from collapse?   Why would these "capitalists" do all this? If your goal is global conquest, you have to start somewhere. It may or may not have been coincidental, but Russia was the one major European country without a central bank. In Russia, for the first time, the Communist conspiracy gained a geographical homeland from which to launch assaults against the other nations of the world. The West now had an enemy.   In the Bolshevik Revolution we have some of the world's richest and most powerful men financing a movement which claims its very existence is based on the concept of stripping of their wealth men like the Rothschilds, Rockefellers, Schiffs, Warburgs, Morgans, Harrimans, and Milners. But obviously these men have no fear of international Communism. It is only logical to assume that if they financed it and do not fear it, it must be because they control it. Can there be any other explanation that makes sense? Remember that for over 150 years it has been standard operating procedure of the Rothschilds and their allies to control both sides of every conflict. You must have an "enemy" if you are going to collect from the King. The East-West balance-of-power politics is used as one of the main excuses for the socialization of America. Although it was not their main purpose, by nationalization of Russia the Insiders bought themselves an enormous piece of real estate, complete with mineral rights, for somewhere between $30 and $40 million.   ----  

you might think that treatments like group therapy after breast cancer would now be standard. Guess again. Affiliation is not a drug or an operation, and that makes it nearly invisible to Western medicine. Our doctors are not uninformed; on the contrary, most have read these studies and grant them a grudging intellectual acceptance. But they don’t believe in them; they can’t bring themselves to base treatment decisions on a rumored phantom like attachment. The prevailing medical paradigm has no capacity to incorporate the concept that a relationship is a physiologic process, as real and as potent as any pill or surgical procedure.

So in a different version of my life, I had a bicycle. My father gave it to me when I was a little girl. And I could use this bicycle to find lost things. I would ride it across an imaginary covered bridge, and the bridge would always take me wherever I needed to go. Like once my mother lost a bracelet and I rode my bike across this bridge and came out in New Hampshire, forty miles away from home. And the bracelet was there, in a restaurant called Terry’s Primo Subs. With me so far?” “Imaginary bridge, superpowered bike. Got it.” “Over the years I used my bicycle and the bridge to find all kinds of things. Missing stuffed animals or lost photos. Things like that. I didn’t go ‘finding’ often. Just once or twice a year. And as I got older, even less. It started to scare me, because I knew it was impossible, that the world isn’t supposed to work that way. When I was little, it was just pretend. But as I got older, it began to seem crazy. It began to frighten me.” “I’m surprised you didn’t use your special power to find someone who could tell you there was nothing wrong with you,” Lou said. Her eyes widened and lit with surprise, and Lou understood that in fact she had done just that. “How did you—” she began. “I read a lot of comics. It’s the logical next step,” Lou said. “Discover magic ring, seek out the Guardians of the Universe. Standard operating procedure. Who was it?” “The bridge took me to a librarian in Iowa.” “It would be a librarian.

The Iran/Contra cover-up The major elements of the Iran/Contra story were well known long before the 1986 exposures, apart from one fact: that the sale of arms to Iran via Israel and the illegal Contra war run out of Ollie North’s White House office were connected. The shipment of arms to Iran through Israel didn’t begin in 1985, when the congressional inquiry and the special prosecutor pick up the story. It began almost immediately after the fall of the Shah in 1979. By 1982, it was public knowledge that Israel was providing a large part of the arms for Iran—you could read it on the front page of the New York Times. In February 1982, the main Israeli figures whose names later appeared in the Iran/Contra hearings appeared on BBC television [the British Broadcasting Company, Britain’s national broadcasting service] and described how they had helped organize an arms flow to the Khomeini regime. In October 1982, the Israeli ambassador to the US stated publicly that Israel was sending arms to the Khomeini regime, “with the cooperation of the United States…at almost the highest level.” The high Israeli officials involved also gave the reasons: to establish links with elements of the military in Iran who might overthrow the regime, restoring the arrangements that prevailed under the Shah—standard operating procedure. As for the Contra war, the basic facts of the illegal North-CIA operations were known by 1985 (over a year before the story broke, when a US supply plane was shot down and a US agent, Eugene Hasenfus, was captured). The media simply chose to look the other way. So what finally generated the Iran/Contra scandal? A moment came when it was just impossible to suppress it any longer. When Hasenfus was shot down in Nicaragua while flying arms to the Contras for the CIA, and the Lebanese press reported that the US National Security Adviser was handing out Bibles and chocolate cakes in Teheran, the story just couldn’t be kept under wraps. After that, the connection between the two well-known stories emerged. We then move to the next phase: damage control. That’s what the follow-up was about. For more on all of this, see my Fateful Triangle (1983), Turning the Tide (1985), and Culture of Terrorism (1987).

The “Tall Tree” Fairness Test We can imagine the advantages and disadvantages that shape our lives as similar to the natural environment that shapes a tree as it grows. A tree growing on an open, level field grows straight and tall, toward the sun; a tree that grows on a hillside will also grow toward the sun—which means it will grow at an angle. The steeper the hill, the sharper the angle of the tree, so if we transplant that tree to the level field, it’s going to be a totally different shape from a tree native to that field. Both are adapted to the environment where they grew. We can infer the shape of the environment where a tree grew by looking at the shape of the tree. White men grow on an open, level field. White women grow on far steeper and rougher terrain because the field wasn’t made for them. Women of color grow not just on a hill, but on a cliffside over the ocean, battered by wind and waves. None of us chooses the landscape in which we’re planted. If you find yourself on an ocean-battered cliff, your only choice is to grow there, or fall into the ocean. So if we transplant a survivor of the steep hill and cliff to the level field, natives of the field may look at that survivor and wonder why she has so much trouble trusting people, systems, and even her own bodily sensations. Why is this tree so bent and gnarled? It’s because that is what it took to survive in the place where she grew. A tree that’s fought wind and gravity and erosion to grow strong and green on a steep cliff is going to look strange and out of place when moved to the level playing field. The gnarled, wind-blown tree from an oceanside cliff might not conform with our ideas of what a tree should look like, but it works well in the context where it grew. And that tall straight tree wouldn’t stand a chance if it was transplanted to the cliffside. 19 One kind of adversity: How many white parents do you know who explicitly teach their children to keep their hands in sight at all times and always say “Yes, sir” and “No, ma’am” if they are stopped by the police? That’s just standard operating procedure for a lot of African American parents. Black parents in America grow their kids differently, because the landscape their kids are growing in requires it. The stark difference between how people of color are treated by police and how white people are treated results in white people thinking black people are ridiculous for being afraid of the police. We can’t see the ocean, so when black people tell us, “We do this to avoid falling into the ocean,” we don’t understand. But just because we can’t see it doesn’t mean it’s not there. How can we tell? By looking at the shape of the tree. Trees that grow at an angle grew on the side of a hill. People who are afraid of the police grew up in a world where the police are a threat. 20 Just because the road looks flat doesn’t mean it is. Just because you can’t see the ocean doesn’t mean it’s not there. You can infer the landscape by looking at the shapes of the people who grew in those environments. Instead of wondering why they aren’t thriving on the level playing field, imagine how the field can be changed to allow everyone to thrive.

When standard operating procedures break down, they’ll need to be able to improvise fully.

In short, despite a whole lot of noise in the media and Congress after the fact, the agents interviewed Hillary Clinton following the FBI’s standard operating procedures.

If you played your cards right and sent enough goodies their way, you could get televisions or fridges or other perks in return. In the West, I guess you’d call it corruption. In North Korea, it was just standard operating procedure.

Eating a double-cheeseburger while interrogating a hitman may or may not be standard operating procedure.

All about Yoga Beauty Health.Yoga is a gathering of physical, mental, and otherworldly practices or teaches which started in antiquated India. There is a wide assortment of Yoga schools, practices, and objectives in Hinduism, Buddhism, and Jainism. Among the most surely understood sorts of yoga are Hatha yoga and Rāja yoga. The birthplaces of yoga have been theorized to go back to pre-Vedic Indian conventions; it is said in the Rigveda however in all probability created around the 6th and fifth hundreds of years BCE,in antiquated India's parsimonious and śramaṇa developments. The order of most punctual writings depicting yoga-practices is indistinct, varyingly credited to Hindu Upanishads. The Yoga Sutras of Patanjali date from the main portion of the first thousand years CE, however just picked up noticeable quality in the West in the twentieth century. Hatha yoga writings risen around the eleventh century with sources in tantra Yoga masters from India later acquainted yoga with the west after the accomplishment of Swami Vivekananda in the late nineteenth and mid twentieth century. In the 1980s, yoga wound up noticeably well known as an arrangement of physical exercise over the Western world.Yoga in Indian conventions, be that as it may, is more than physical exercise; it has a reflective and otherworldly center. One of the six noteworthy standard schools of Hinduism is likewise called Yoga, which has its own epistemology and transcendentalism, and is firmly identified with Hindu Samkhya reasoning. Beauty is a normal for a creature, thought, protest, individual or place that gives a perceptual ordeal of delight or fulfillment. Magnificence is examined as a major aspect of style, culture, social brain research, theory and human science. A "perfect delight" is an element which is respected, or has includes broadly ascribed to excellence in a specific culture, for flawlessness. Grotesqueness is thought to be the inverse of excellence. The experience of "magnificence" regularly includes a translation of some substance as being in adjust and amicability with nature, which may prompt sentiments of fascination and passionate prosperity. Since this can be a subjective ordeal, it is frequently said that "excellence is entirely subjective. Health is the level of practical and metabolic proficiency of a living being. In people it is the capacity of people or groups to adjust and self-oversee when confronting physical, mental, mental and social changes with condition. The World Health Organization (WHO) characterized wellbeing in its more extensive sense in its 1948 constitution as "a condition of finish physical, mental, and social prosperity and not simply the nonappearance of sickness or ailment. This definition has been liable to contention, specifically as lacking operational esteem, the uncertainty in creating durable wellbeing procedures, and on account of the issue made by utilization of "finish". Different definitions have been proposed, among which a current definition that associates wellbeing and individual fulfillment. Order frameworks, for example, the WHO Family of International Classifications, including the International Classification of Functioning, Disability and Health (ICF) and the International Classification of Diseases (ICD), are usually used to characterize and measure the parts of wellbeing. yogabeautyhealth.com

high-performing manufacturing operations require and actively promote learning—instead of work being rigidly defined, the system of work is dynamic, with line workers performing experiments in their daily work to generate new improvements, enabled by rigorous standardization of work procedures and documentation of the results.

Coffee half finished, Baldwin went back to stacks of pages, scanning the names, departure flights, dates, numbers in the party. He was looking for a man traveling alone, buying one-way tickets, or tickets with extended return dates. This was Aiden’s usual standard operating procedure. Baldwin was a fan of Occam’s Razor, figured all things being equal, starting with the most obvious answer was generally the best approach. It was 4:00 a.m. when he finally saw it. He flipped open the file of the eighth report and the name practically jumped off the page. “Gotcha,” he whispered.

The lip injections, cheekbone implants, breast implants, ear tuck, liposuction, rib removal, all of that was de rigueur. Standard operating procedure. Her voice coach had annihilated all traces of Tennessee from her vocal cords, eliciting a low, smoky Mae West tone from deep within Remy’s artificial chest. Her long, blond locks were color-treated now, four individual shades of honey blond, highlights so subtle, so perfectly uniform that it took four hours once a week to keep them maintained. Her

I was so glad that I went to that service.  It gave me the chance to put an end mark on it, and reaffirmed my belief that, in some small way, each of us can make a difference when it comes to pushing against the usual, the standard operating procedure.  We have a chance to change the impersonal treatment we receive, even if we have to do it one little step at a time.” The

How to provide awesome technical support Most back and forth happens because customers fail to explain their problem, or the support rep fails to understand the issue. Ask these questions: What is the error? What are the steps to reproduce the error? What are the desired results? Your software should have a public and a private facing log. The log should detail successful syncs and sync failures. Users should have an option to receive the log by email and view it on your website. In our log, we have code that checks for error messages. If the message contains a phrase, then a help article appears next to the error. This article is not only good for end-users but also for your support staff. Your employees can better understand the error and follow the standard operating procedures to resolve it. This system reduced our support costs by half.

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Standard operating procedure for dealing with mad fuckers; keep them talking, sidle closer, grab them when they ain’t looking.

Standard operating procedure required MacNeil’s truck to stick with Eddie’s for security, so when Eddie drove forward through the bare farm fields to fire on the village, MacNeil had to go with him. As usual, Eddie was going to try to push up as close as he could when the shooting started.

At the onset, critics pointed out that Boracay beach closure seemed to be a drastic move, an isolated strategy. But the statement was nothing but a myth. When I visited Florida as part of the US Department of State’s International Visitor Leadership Program (IVLP), I learned that beach closures were part of a standard operating procedure relevant to Algal Bloom Monitoring. Recently, it closed Jupiter Beaches on Palm Beach County, Hobe Sound Beach, and Bathtub Beach in Martin County. In Rhode Island, the moment the concentration of Enterocci bacteria in beach water exceeds 60 colony-forming units per 100 mililiters, they issue a temporary closure. In 2018 alone, there were at least 40 beach closures in Rhode Island.” - Anna Mae Yu Lamentillo , Night Owl: A Nationbuilder’s Manual 2nd Edition (p. 212 Boracay: A case of political will)

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LinkedIn CEO Jeff Weiner sees “fewer things done better” as the most powerful mechanism for leadership. When he took the reins of the company he could easily have adopted the standard operating procedure of most Silicon Valley start-ups and tried to pursue everything. Instead, he said no to really good opportunities in order to pursue only the very best ones. He uses the acronym FCS (a.k.a. FOCUS) to teach his philosophy to his employees. The letters stand for “Fewer things done better,” “Communicating the right information to the right people at the right time,” and “Speed and quality of decision making.” Indeed, this is what it means to lead essentially.

I fell back on standard operating procedure number one: Cover your ass. All hell breaking loose, I moved out of the line of fire. The

After the fall of the Soviet Union the KGB became known as the FSB. In the last ten years Russian intelligence melded all of its offensive techniques to create a new kind of war: Hybrid Warfare—a melange of hostile cyber, political, and psychological operations in support of their national objectives, whether during peacetime or in open war. It is now standard operating procedure.

Each bank has its own culture and while the official version is printed on websites and annual reports, the culture really manifests when you meet employees, insiders and banking sector veterans. For example, ICICI Bank’s aggressive, sink-or-swim culture is legendary. Similarly, HDFC Bank is highly respected for its focus on systems and processes, so much so that one insider called it SOP bank, where SOP stands for Standard Operating Procedure.

Pentagon.Across the Potomac River, the United States Congress was back in session. At the other end of Pennsylvania Avenue, people began to line up for a White House tour. In Sarasota, Florida, President George W. Bush went for an early morning run. For those heading to an airport, weather conditions could not have been better for a safe and pleasant journey.Among the travelers were Mohamed Atta and Abdul Aziz al Omari, who arrived at the airport in Portland, Maine. 1.1 INSIDE THE FOUR FLIGHTS Boarding the Flights Boston:American 11 and United 175. Atta and Omari boarded a 6:00 A.M. flight from Portland to Boston’s Logan International Airport.1 When he checked in for his flight to Boston,Atta was selected by a computerized prescreening system known as CAPPS (Computer Assisted Passenger Prescreening System), created to identify passengers who should be subject to special security measures. Under security rules in place at the time, the only consequence of Atta’s selection by CAPPS was that his checked bags were held off the plane until it was confirmed that he had boarded the aircraft. This did not hinder Atta’s plans.2 Atta and Omari arrived in Boston at 6:45. Seven minutes later,Atta apparently took a call from Marwan al Shehhi, a longtime colleague who was at another terminal at Logan Airport.They spoke for three minutes.3 It would be their final conversation. 1 2 THE 9/11 COMMISSION REPORT Between 6:45 and 7:40,Atta and Omari, along with Satam al Suqami,Wail al Shehri, and Waleed al Shehri, checked in and boarded American Airlines Flight 11, bound for Los Angeles.The flight was scheduled to depart at 7:45.4 In another Logan terminal, Shehhi, joined by Fayez Banihammad, Mohand al Shehri, Ahmed al Ghamdi, and Hamza al Ghamdi, checked in for United Airlines Flight 175,also bound for Los Angeles.A couple of Shehhi’s colleagues were obviously unused to travel;according to the United ticket agent,they had trouble understanding the standard security questions, and she had to go over them slowly until they gave the routine, reassuring answers.5 Their flight was scheduled to depart at 8:00. The security checkpoints through which passengers, including Atta and his colleagues, gained access to the American 11 gate were operated by Globe Security under a contract with American Airlines. In a different terminal, the single checkpoint through which passengers for United 175 passed was controlled by United Airlines, which had contracted with Huntleigh USA to perform the screening.6 In passing through these checkpoints,each of the hijackers would have been screened by a walk-through metal detector calibrated to detect items with at least the metal content of a .22-caliber handgun.Anyone who might have set off that detector would have been screened with a hand wand—a procedure requiring the screener to identify

guidelines on the standards and procedures to be applied to business relationships between system operators and program

keeping the first station busy, and it’s similar to first-in, first-out scheduling. But of course, now everyone knows that you don’t release work based on the availability of the first station. Instead, it should be based on the tempo of how quickly the bottleneck resource can consume the work.” I just stare at him blankly. He continues, “Because of how Mark was releasing work, inventory kept piling up in front of our bottleneck, and jobs were never finished on time. Every day was an emergency. For years, we were awarded Best Customer of the Year from our air freight shipment company, because we were overnighting thousands of pounds of finished goods to angry customers almost every week.” He pauses and then says emphatically, “Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.” He continues, “In our case, our bottleneck was a heat treat oven, just like in Goldratt’s novel, The Goal. We also had paint-curing booths that later became constraints, too. By the time we froze the release of all new jobs, you couldn’t even see the bottleneck work centers because they were surrounded by huge piles of inventory. Even from up here!” Despite myself, I laugh with him. It’s obvious in hindsight, but I can imagine that to Mark, it was anything but obvious. “Look, thanks for the history lesson. But I learned most of this already in business school. I don’t see how this could possibly be relevant to managing IT Operations. IT is not like running a factory.” “Oh, really?” he turns to me, frowning intensely. “Let me guess. You’re going to say that IT is pure knowledge work, and so therefore, all your work is like that of an artisan. Therefore, there’s no place for standardization, documented work procedures, and all that high-falutin’ ‘rigor and discipline’ that you claimed to hold so near and dear.” I frown. I can’t figure out if he’s trying to convince me of something I already believe or trying to get me to accept an absurd conclusion. “If you think IT Operations has nothing to learn from Plant Operations, you’re wrong.

The metaphor of the early American explorer fits policing and the complex problems we face on the street daily. As we search for peaceful outcomes to the situations we encounter numerous unknowns despite the similarities, in the types of incidents and crises we observe day to day. Standard operating procedures, policy and procedure practices are all very useful when we have standard problem and things go as we plan but what happens when things deviate from the standard and go outside the normal patterns? Here is where we must rely on resilience and adaptation, our ability and knowhow. Experienced people using their insights, imagination and initiative to solve complex problems as our ancestors, the early American explores did.  As we interact with people in dynamic encounters, the explorer mentality keeps us in the game; it keeps us alert and aware. The explorer mentality has us continually learning as we accord with a potential adversary and seek to understand his intent to the best of our ability. An officer who possesses the explorer mentality understands that an adversary has his own thoughts objectives and plans, many which he cannot hear, such as: “I will do what I am asked,” “I will not do what I am asked,” “I will escape,” “I will fight,” “I will assault,” “I will kill,” “I will play dumb until...,” “I will stab,” “I will shoot,” “he looks prepared I will comply,” “he looks complacent I will not comply, etc.” The explorer never stops learning and is ever mindful of both obvious and subtle clues of danger and or cooperation.

You dragged her in here without letting her change or say goodbye to her family?” The two officers looked as sheepish as six foot six males could. “Standard operating procedure,” one of them mumbled defiantly. “Allowing the subject out of your sight, even for an instant, more than doubles the flight risk.” “She’s not a subject, you fuckin’ idiot,” growled the dark warrior, his amber eyes flashing. “She’s my bride. I don’t give a good goddamn what your SOP is, if I find you’ve hurt her in any way, you’ll both answer to me.” “I’m so sorry,” the blond Kindred said awkwardly as the dark one raked the officers over the coals. “None of this was handled very well.” He put a hand tentatively on Sophia’s shoulder and she flinched away from him. “Don’t touch me!” she flared, shooting him a deadly glare from narrowed green eyes. The blond Kindred’s ice blue eyes widened, then narrowed as well. “Forgive me. I wasn’t aware you’d take a gesture of comfort as a threat.” The double set of fangs in his upper teeth seemed to sharpen alarmingly. “Okay, everybody take it down a notch.” Kat raised her voice to be heard over the babble. She looked at Liv. “First the good news. It’s only for thirty days.” “Only thirty days?” Sophia cried, still clinging to her. “That’s a long time to be abused and molested, Kat!” “Nobody’s getting abused or molested,” the dark warrior growled. “Oh really? So you have no interest in having sex with my sister?” Sophia demanded of him. Liv felt her cheeks heat. “Sophie, please.” The warrior’s eyes flashed. “Hell yes, I’m interested and I’m not gonna deny it. She’s mine—I need to claim her. Bond with her. Can’t do that without sex.” Liv felt her face get even hotter. Oh my God, is he for real? The thought of being pressed up against that huge, masculine, muscular body was doing strange things to her, things she didn’t want to admit even to herself. And no one had ever said they wanted to bond with her before. “Baird, you’re only making things worse,” the blond Kindred muttered, tugging at the other one’s muscular arm. Baird—is

He made a great many references to "standard operating procedure", probably in an effort to forestall administrative strrangulation.

We tugged on door levers and jumped out, all our jackets fluttering in the wet breeze. I was limping—the toe still stung like crazy. DuBois and I moved in slowly, behind the eight armed tactical officers, who were sprinting into Yu’s open garage, brandishing weapons. “On the ground, FBI! FBI!” Screaming is standard operating procedure too. Intimidation, again. In

All human activity is subject to habitualization. Any action that is repeated frequently becomes cast into a pattern, which can then be reproduced with an economy of effort and which, ipso facto, is apprehended by its performer as that pattern. Habitualization further implies that the action in question may be performed again in the future in the same manner and with the same economical effort. This is true of non-social as well as of social activity. Even the solitary individual on the proverbial desert island habitualizes his activity. When he wakes up in the morning and resumes his attempts to construct a canoe out of matchsticks, he may mumble to himself, “There I go again,” as he starts on step one of an operating procedure consisting of, say, ten steps. In other words, even solitary man has at least the company of his operating procedures. Habitualized actions, of course, retain their meaningful character for the individual although the meanings involved become embedded as routines in his general stock of knowledge, taken for granted by him and at hand for his projects into the future.17 Habitualization carries with it the important psychological gain that choices are narrowed. While in theory there may be a hundred ways to go about the project of building a canoe out of matchsticks, habitualization narrows these down to one. This frees the individual from the burden of “all those decisions,” providing a psychological relief that has its basis in man’s undirected instinctual structure. Habitualization provides the direction and the specialization of activity that is lacking in man’s biological equipment, thus relieving the accumulation of tensions that result from undirected drives.18 And by providing a stable background in which human activity may proceed with a minimum of decision-making most of the time, it frees energy for such decisions as may be necessary on certain occasions. In other words, the background of habitualized activity opens up a foreground for deliberation and innovation.19In terms of the meanings bestowed by man upon his activity, habitualization makes it unnecessary for each situation to be defined anew, step by step.20 A large variety of situations may be subsumed under its predefinitions. The activity to be undertaken in these situations can then be anticipated. Even alternatives of conduct can be assigned standard weights. These

Blaming others for anything in which blacks lag has become standard operating procedure among white liberals. If blacks do not pass bar exams or medical board tests as often as whites or Asians, then that shows that something is wrong with those tests, as far as many white liberals are concerned.

Relying on public money to fund private capital accumulation is standard operating procedure under capitalism.

Standard operating procedure in a culture of blame where risk taking and initiative are punished. Always tell Lord Vader it was someone else’s fault.” “Polser Couriers just simplified matters,” Drusil said.

Oh darling, I’m sorry.” She pauses, and I just grin at her, hard. She doesn’t give a fuck about the robot dog. “Is tonight bad, shall I come back?

Maybe the real heist is the friends we made along the way.

Luke nodded. He'd refused to let them wipe the X-wing's computer every few months, as per standard procedure. The inevitable result was that the computer had effectively molded itself around Artoo's unique personality, so much so that the relationship was almost up to true droid counterpart level. It made for excellent operational speed and efficiency; unfortunately, it also meant that none of the maintenance computers could talk to the X-wing anymore.

The customer service agents who accepted the defaults of Internet Explorer and Safari approached their job the same way. They stayed on script in sales calls and followed standard operating procedures for handling customer complaints. They saw their job descriptions as fixed, so when they were unhappy with their work, they started missing days, and eventually just quit.

But there must be balance. In some organizations, both in the military and in the civilian sector, there are leaders who put too many standard operating procedures in place. They create such strict processes that they actually inhibit their subordinate leaders’ willingness—and ability—to think. This may adversely impact the team’s performance and become a detriment to the mission, preventing effective leadership at every level of the organization.

Do not freak out about training the same movement or the same body part for two or more days in a row. It is a standard operating procedure among Russian athletes. For example, the Russian National Powerlifting Team benches up to eight times a week. The key to successful frequent training is constant variation of the loading variables: weights, reps, sets, rest periods, tempo, exercise order, exercise selection, etc.

The printing and buying of debt that the Fed undertook in 2020 was much like Roosevelt’s March 1933 move, Nixon’s August 1971 move, Volcker’s August 1982 move, Ben Bernanke’s November 2008 move, and Mario Draghi’s July 2012 move. It has become standard operating procedure for central banks, and it will persist until it no longer works.

Hierarchies are best suited for situations that require tight control of production, information, or resources, such as manufacturers or large bureaucracies that exist in universities, governments, and militaries. Hierarchies are robust and inflexible, requiring formal rules, standard operating procedures, and a chain of command. In contrast, networks are resilient and adaptable, requiring flexibility and horizontal flows of information. Healthy startup communities rely upon unencumbered information flows organized in network-based structures. Conversely, they suffocate under hierarchical control.

To allow an optional technology back into your life at the end of the digital declutter, it must: Serve something you deeply value (offering some benefit is not enough). Be the best way to use technology to serve this value (if it’s not, replace it with something better). Have a role in your life that is constrained with a standard operating procedure that specifies when and how you use it.

When you look for a conspiracy, look for the violation of Standard Operating Procedures.

Trump’s standard operating procedure—conflict, insults, reversals, dismissals—is still reported with breathless surprise. The most obvious man on earth is yet, to the media, always astonishing. Whose fault is that? Covering a train wreck requires different skills from covering politics. But political reporters continue to apply the hyperrationality of political life and its heightened sense of cause and effect to Trump and his White House. Power, in this view, necessarily has logic and purpose.

It is equally hard to know what to make of Fausto-Sterling’s (1992, p. 199) claim that “there is no single undisputed claim about universal human behavior (sexual or otherwise).” Presumably even the most ardent cultural relativist would accept that everywhere; people live in societies; they eat, sleep, and make love; and that women give birth and men do not. The arguments seem to arise when we move from basic universals to their specific behavioral expression. Though everywhere women are the principal caretakers of children, the fact that there may be variation in how that task is fulfilled leads some anthropologists to conclude that mothering is not universal. This is analogous to arguing that because people eat different food in different parts of the world, eating is not universal. Evolutionary psychologists do not argue for cultural invariance in the expression of evolved adaptations. As Tooby and Cosmides (1992, p. 45) put it, “manifest expressions may differ between individuals when different environmental inputs are operated on by the same procedures to produce different manifest outputs.” At a behavioral level, the expression of the mechanism may vary but that does not question the universality of the generative mechanism itself. Fortunately Donald Brown (1991), trained in the standard ethnographic tradition, has documented the extent of human universals. The list is astoundingly long but here is a taste of the hundreds that he finds: gossip, lying, verbal humor, storytelling, metaphor, distinction between mother and father, kinship categories, logical relations, interpreting intention from behavior and recognition of six basic emotions. Of special interest to the study of gender we find: binary distinctions between men and women, division of labor by sex, more child care by women, more aggression and violence by men, acknowledgement of differences between male and female natures, and domination by men in the public political sphere. Now this last observation (that men predominate in positions of power) provides a nice example of the extreme reluctance of cultural anthropologists to acknowledge universals. In 1973, Steven Goldberg wrote a book documenting the universality of patriarchy. He was inundated with letters informing him that he was wrong and pointing out counter-examples. (Other feminists were more willing to accept his premise, see Bem, 1993; Millett, 1969; Rich, 1976.) Over the next 20 years, he carefully examined the available ethnographic documentation for each putative counter-example and in 1993 authored a second book in which he was emphatic that no society had yet been found that violated his rule. There are societies that are matrilineal and matrilocal and where women are accorded veneration and respect—but there are no societies which violate the universality of patriarchy defined as “a system of organisation … in which the overwhelming number of upper positions in hierarchies are occupied by males” (Goldberg, 1993, p. 14). Such a state of affairs is deplorable but mere denial of the facts will do nothing to alter it—women’s engagement in the political arena will.

allow an optional technology back into your life at the end of the digital declutter, it must: Serve something you deeply value (offering some benefit is not enough). Be the best way to use technology to serve this value (if it’s not, replace it with something better). Have a role in your life that is constrained with a standard operating procedure that specifies when and how you use it.

I’ll look for a place near Disney,” Bits says. “Less chance of snipers.” “Good call, House of Mouse has its own mercenaries.” “They do not.” Now Bristol’s a mix of scandalized and delighted. “They do. I interviewed once but ultimately figured it wasn’t for me.” “You did not,” she says. I grin at her.

Get too comfortable is when you make mistakes.

Sometimes it’s like she’s making stuff from the future that never happened, instead of the future we got.

She does love being photographed; she does not like bein’ in custody.

//Oh you’d know if I was getting bored.// I grin, and somebody on the sidewalk moves out of my way a little more vigorously than they needed to. Whoops.

I wonder sometimes what Bristol’s original accent was, because the way she talks now isn’t how anybody talks.

Over the course of many encounters and many years, I have successfully developed a standard operating procedure for dealing with big, nasty monsters. Run away.

But most scientists studying the western climate believe the freak will become the norm. Researchers recently concluded that the extended dry period in the West over the last ten years is the worst in eight hundred years—that is, since the years between 1146 and 1151. Eight hundred years! If we were just talking about another decade of this or, worse, a decade of the type of heat we were seeing in the summer of 2012, the results would be catastrophic. But climate scientists believe it will keep getting hotter. If so even drought-resistant plants will die, reservoir levels will continue to fall, crop production will drop. Worse, as vegetation withers, it will no longer be able to absorb carbon dioxide, further exacerbating climate change. And now to this precarious and combustible mix we have decided to add fracking. We have chosen to do this not with caution but on a massive scale, and to do it right next to our precious rivers, right smack in the middle of aquifers. We go into these places and use, mixed with the millions of gallons of water, a secret recipe of chemicals, many of them poisonous to humans, which we then force into fissures of rock with high-powered blasts to flush out the fuel we are seeking. The man in the bar had warned about earthquakes, but fracking is, in essence, a small seismic event, designed to blast out minerals. We have decided to inject poisons into the ground, then shake that ground, in a region where potable water is more precious than gold. But not, we have decided, more precious than oil. One thing is crystal clear. Though fracking is unproven technology, we are not treating it that way. Instead we are conducting a vast experiment all over the country, from the hills of Pennsylvania to the deserts of Utah. Since we are moving into unfamiliar territory you would think, if we were wise, that we would carefully monitor any and all results. We are not. When people in the fracked area complain that their water is fizzling out of their taps in a foamy mix, smelling of petroleum, the companies are quick to offer other water sources, like cisterns, but not quick, of course, to question the enterprise itself. In fact, the corporate response to the contaminated water supplies and groundwater has been consistent. They tell the landowners and anyone else who complains that they are concerned but that they will not slow down until there is conclusive proof that what they are doing is dangerous and poses a health risk. This is standard operating procedure in today’s world, but it is also, to anyone with a dollop of common sense, an ass-backwards way of doing things. “Despite the troubles people are having, we’ll keep going full-speed ahead until someone proves to us the trouble is real,” they tell us. Never, “Maybe we should slow down until we learn the facts.

Today the IPS’s Saul Landau maintains that David Phillips, because of his close association with then-CIA clandestine ops director Shackley and his role in the misinformation campaign surrounding Letelier’s death, most likely had prior knowledge that the assassination was coming down. “They could have stopped it,” Landau says. “Wouldn’t you think that any decent human being would have called Letelier and said, ‘Look, you’re a target, be careful.’ Their information was solid. Chilean agents traveling under the cover of another country’s passports was the standard operational procedure of Operation Condor’s earlier assassination attempts.

TRANSFORM LOCAL DISCOVERIES INTO GLOBAL IMPROVEMENTS When new learnings are discovered locally, there must also be some mechanism to enable the rest of the organization to use and benefit from that knowledge. In other words, when teams or individuals have experiences that create expertise, our goal is to convert that tacit knowledge (i.e., knowledge that is difficult to transfer to another person by means of writing it down or verbalizing) into explicit, codified knowledge, which becomes someone else’s expertise through practice. This ensures that when anyone else does similar work, they do so with the cumulative and collective experience of everyone in the organization who has ever done the same work. A remarkable example of turning local knowledge into global knowledge is the US Navy’s Nuclear Power Propulsion Program (also known as “NR” for “Naval Reactors”), which has over 5,700 reactor-years of operation without a single reactor-related casualty or escape of radiation. The NR is known for their intense commitment to scripted procedures and standardized work and the need for incident reports for any departure from procedure or normal operations to accumulate learnings, no matter how minor the failure signal—they constantly update procedures and system designs based on these learnings. The result is that when a new crew sets out to sea on their first deployment, they and their officers benefit from the collective knowledge of 5,700 accident-free reactor-years. Equally impressive is that their own experiences at sea will be added to this collective knowledge, helping future crews safely achieve their own missions.

A key to good troubleshooting is to have proper recognition of this Type 1 problem-solving routine, understanding its inherent limits and having a proper approach, trained personnel, and standard operating procedures. Let’s start with the simple troubleshooting framework of the four Cs of problem solving: concern, cause, countermeasure, and check (see right).

Decentralized Command was a necessity. In such situations, the leaders did not call me and ask me what they should do. Instead, they told me what they were going to do. I trusted them to make adjustments and adapt the plan to unforeseen circumstances while staying within the parameters of the guidance I had given them and our standard operating procedures. I trusted them to lead. My ego took no offense to my subordinate leaders on the frontlines calling the shots. In fact, I was proud to follow their lead and support them. With my leaders running their teams and handling the tactical decisions, it made my job much easier by enabling me to focus on the bigger picture.

I realized very quickly that discipline was not only the most important quality for an individual but also for a team. The more disciplined standard operating procedures (SOPs) a team employs, the more freedom they have to practice Decentralized Command (chapter 8) and thus they can execute faster, sharper, and more efficiently.

Little by little, as the team members stitched together small pieces of information, they stumbled into Ranbaxy’s secret: the company manipulated almost every aspect of its manufacturing process to quickly produce impressive-looking data that would bolster its bottom line. Each member of Thakur’s team came back with similar examples. At the behest of managers, the company’s scientists substituted lower-purity ingredients for higher ones to reduce costs. They altered test parameters so that formulations with higher impurities could be approved. They faked dissolution studies. To generate optimal results, they crushed up brand-name drugs into capsules so that they could be tested in lieu of the company’s own drugs. They superimposed brand-name test results onto their own in applications. For some markets, the company fraudulently mixed and matched data streams, taking its best data from manufacturing in one market and presenting it to regulators elsewhere as data unique to the drugs in their markets. For other markets, the company simply invented data. Document forgery was pervasive. The company even forged its own standard operating procedures, which FDA investigators rely on to assess whether a company is following its own policies. In one instance, employees backdated documents and then artificially aged them in a steamy room overnight in an attempt to fool regulators during inspections.

At the deepest level, survival in war trains or selects men for the skills to ignore, deflect, pervert, or circumvent orders, rules, and standard operating procedures. The reason for this lies in the nature of war against a human enemy -- who is diligently stealing and studying training manuals, directives, standing orders, procedures, etc. The enemy's power of intelligent observation and thought give rise to what Georgetown University military historian Edward Luttwak calls the "paradoxical logic of war." No matter how sound the rules and procedures in "the book," the enemy will very shortly know "the book" better than you will turn "doing it by the book" into a dead trap.

attacks occurred, the FDNY’s response would have been severely compromised by the concentration of so many of its off-duty personnel, particularly its elite personnel, at the WTC. The PortAuthority’s response was hampered by the lack of both standard oper= ating procedures and radios capable of enabling multiple commands