Standard Procedure Quotes

Behind me, Marc made a soft whistling sound, clearly impressed. “That’s not standard procedure,” he said, his tone entirely too reasonable as he leaned over the stray’s body to open the back passenger-side door. “Yeah, well, I’m not your standard enforcer.

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.

A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

paranoia was my standard operating procedure.

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

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

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.

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.

That’s standard procedure for officer safety. We didn’t know that was Ms. Jefferson’s son. We saw a large, angry Black youth who was visibly upset.

That’s standard procedure for officer safety. We didn’t know that was Ms. Jefferson’s son. We saw a large, angry Black youth who was visibly upset.” “Really?” Kennedy says. “Was he wearing a hoodie too?

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.

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.

I wanted to refine a standard procedure for any and all emergencies. What would we do if we lost a tire? Hit an IED? What if someone got shot? How would we approach a suspected target? In any given scenario, who would stand where with what weapon and be responsible for what job?

In this context we may say that from a certain perspective resurrection is a standard procedure, which expands the state of consciousness to the level when coming back to life is possible. And that’s precisely why resurrection can be taught, just as any other standard procedure can.

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.

So as a leader it is critical to balance the strict discipline of standard procedures with the freedom to adapt, adjust, and manoeuvre to do what is best to support the overarching commander's intent and achieve victory. For leaders, in combat, business, and life, be disciplined, but not rigid.

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.

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.

So, I was going to have to spend a few weeks in the psych ward. It’s standard procedure. I have been through it a couple of times. After a few weeks they would give me a certificate certifying me sane, and I would hang it on my wall with the others, apart from the one I keep in my wallet. I make a point of showing it to people when they call me crazy.

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...

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

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 Lone Star conducts an investigation, standard procedure is to tap the telecoms of everyone even peripherally involved with the subject of the investigation. That’s right, everyone, whether or not he or she is suspected of a crime. An infringement of personal rights? Morally and ethically speaking, you’ve got it, chummer. But according to the letter of the law, if not the spirit, it’s kosher. As long, that is, as Lone Star notifies everyone whose line has been tapped … within four months of the tap’s removal. But can’t Lone Star get around that restriction by leaving the tap in place forever? Again, you’ve got it, chummer. Lone Star officers are notoriously absent-minded when it comes to notification. Anyway,

They imagined that with a rightly honored commodity they could “purchase” security in a world that seemed devoid of the creator. “Godmaking” amid anxiety is a standard human procedure! But

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.

This book is an essay in what is derogatorily called "literary economics," as opposed to mathematical economics, econometrics, or (embracing them both) the "new economic history." A man does what he can, and in the more elegant - one is tempted to say "fancier" - techniques I am, as one who received his formation in the 1930s, untutored. A colleague has offered to provide a mathematical model to decorate the work. It might be useful to some readers, but not to me. Catastrophe mathematics, dealing with such events as falling off a height, is a new branch of the discipline, I am told, which has yet to demonstrate its rigor or usefulness. I had better wait. Econometricians among my friends tell me that rare events such as panics cannot be dealt with by the normal techniques of regression, but have to be introduced exogenously as "dummy variables." The real choice open to me was whether to follow relatively simple statistical procedures, with an abundance of charts and tables, or not. In the event, I decided against it. For those who yearn for numbers, standard series on bank reserves, foreign trade, commodity prices, money supply, security prices, rate of interest, and the like are fairly readily available in the historical statistics.

ECONOMIC RULES OF THE DYSFUNCTIONAL MEDICAL MARKET More treatment is always better. Default to the most expensive option. A lifetime of treatment is preferable to a cure. Amenities and marketing matter more than good care. As technologies age, prices can rise rather than fall. There is no free choice. Patients are stuck. And they’re stuck buying American. More competitors vying for business doesn’t mean better prices; it can drive prices up, not down. Economies of scale don’t translate to lower prices. With their market power, big providers can simply demand more. There is no such thing as a fixed price for a procedure or test. And the uninsured pay the highest prices of all. There are no standards for billing. There’s money to be made in billing for anything and everything. Prices will rise to whatever the market will bear.

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 Party's all-around intrusion into people's lives was the very point of the process known as 'thought reform." Mao wanted not only external discipline, but the total subjection of all thoughts, large or small. Every week a meeting for 'thought examination' was held for those 'in the revolution." Everyone had both to criticize themselves for incorrect thoughts and be subjected to the criticism of others.The meetings tended to be dominated by self-righteous and petty-minded people, who used them to vent their envy and frustration; people of peasant origin used them to attack those from 'bourgeois' backgrounds. The idea was that people should be reformed to be more like peasants, because the Communist revolution was in essence a peasant revolution. This process appealed to the guilt feelings of the educated; they had been living better than the peasants, and self-criticism tapped into this.Meetings were an important means of Communist control. They left people no free time, and eliminated the private sphere. The pettiness which dominated them was justified on the grounds that prying into personal details was a way of ensuring thorough soul-cleansing. In fact, pettiness was a fundamental characteristic of a revolution in which intrusiveness and ignorance were celebrated, and envy was incorporated into the system of control. My mother's cell grilled her week after week, month after month, forcing her to produce endless self-criticisms.She had to consent to this agonizing process. Life for a revolutionary was meaningless if they were rejected by the Party. It was like excommunication for a Catholic. Besides, it was standard procedure. My father had gone through it and had accepted it as part of 'joining the revolution." In fact, he was still going through it. The Party had never hidden the fact that it was a painful process. He told my mother her anguish was normal.At the end of all this, my mother's two comrades voted against full Party membership for her. She fell into a deep depression. She had been devoted to the revolution, and could not accept the idea that it did not want her; it was particularly galling to think she might not get in for completely petty and irrelevant reasons, decided by two people whose way of thinking seemed light years away from what she had conceived the Party's ideology to be. She was being kept out of a progressive organization by backward people, and yet the revolution seemed to be telling her that it was she who was in the wrong. At the back of her mind was another, more practical point which she did not even spell out to herself: it was vital to get into the Party, because if she failed she would be stigmatized and ostracized.

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.

When confronted with situations for which such routine procedures did not exist, he [Eichmann] was helpless, and his cliché-ridden language produced on the stand, as it had evidently done in his official life, a kind of macabre comedy. Clichés, stock phrases, adherence to conventional, standardized codes of expression and conduct have the socially recognized function of protecting us against reality, that is, against the claim on our thinking attention that all events and facts make by virtue of their existence.

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.

We are dealing, then, with an absurdity that is not a quirk or an accident, but is fundamental to our character as people. The split between what we think and what we do is profound. It is not just possible, it is altogether to be expected, that our society would produce conservationists who invest in strip-mining companies, just as it must inevitably produce asthmatic executives whose industries pollute the air and vice-presidents of pesticide corporations whose children are dying of cancer. And these people will tell you that this is the way the "real world" works. The will pride themselves on their sacrifices for "our standard of living." They will call themselves "practical men" and "hardheaded realists." And they will have their justifications in abundance from intellectuals, college professors, clergymen, politicians. The viciousness of a mentality that can look complacently upon disease as "part of the cost" would be obvious to any child. But this is the "realism" of millions of modern adults. There is no use pretending that the contradiction between what we think or say and what we do is a limited phenomenon. There is no group of the extra-intelligent or extra-concerned or extra-virtuous that is exempt. I cannot think of any American whom I know or have heard of, who is not contributing in some way to destruction. The reason is simple: to live undestructively in an economy that is overwhelmingly destructive would require of any one of us, or of any small group of us, a great deal more work than we have yet been able to do. How could we divorce ourselves completely and yet responsibly from the technologies and powers that are destroying our planet? The answer is not yet thinkable, and it will not be thinkable for some time -- even though there are now groups and families and persons everywhere in the country who have begun the labor of thinking it. And so we are by no means divided, or readily divisible, into environmental saints and sinners. But there are legitimate distinctions that need to be made. These are distinctions of degree and of consciousness. Some people are less destructive than others, and some are more conscious of their destructiveness than others. For some, their involvement in pollution, soil depletion, strip-mining, deforestation, industrial and commercial waste is simply a "practical" compromise, a necessary "reality," the price of modern comfort and convenience. For others, this list of involvements is an agenda for thought and work that will produce remedies. People who thus set their lives against destruction have necessarily confronted in themselves the absurdity that they have recognized in their society. They have first observed the tendency of modern organizations to perform in opposition to their stated purposes. They have seen governments that exploit and oppress the people they are sworn to serve and protect, medical procedures that produce ill health, schools that preserve ignorance, methods of transportation that, as Ivan Illich says, have 'created more distances than they... bridge.' And they have seen that these public absurdities are, and can be, no more than the aggregate result of private absurdities; the corruption of community has its source in the corruption of character. This realization has become the typical moral crisis of our time. Once our personal connection to what is wrong becomes clear, then we have to choose: we can go on as before, recognizing our dishonesty and living with it the best we can, or we can begin the effort to change the way we think and live.

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.

After leaving the dead bodies at the job site, he should have broken the weapon down into as many pieces as possible. He should have disposed of its parts in widely separated locations, the barrel in a storm drain perhaps, half the frame in a creek, the other half in a Dumpster….until nothing was left. That is standard procedure, and he is at a loss to understand why he disregarded it this time. A low-grade guilt attends this deviation from routine, but he is not going to go out again and dispose of the weapon. In addition to the guilt, he feels . . . rebellious.

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.

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.

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.

before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

Unlike IR #2, the digital revolution IR #3 had a less powerful overall effect on productivity growth, and the main effect of its inventions occurred in the relatively short interval of 1996 to 2004, when the invention of the Internet, web browsers, search engines, and e-commerce created a fundamental change in business practices and procedures that was reflected in a temporary revival of productivity growth.

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.

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.

17.2 One evening I was to meet Marilyn up at her mother's apartment for our ritual Friday night dinner. On my way up to the Bronx, when I got off at the 175th Street station, I decided to stop in and see what sort of sexual activity was going on in the subway john there. I'd never gone into that one before, perhaps because I usually came there with Marilyn. I pushed into the yellow-tiled space, with its dim, caged light-bulbs. There was only one guy at the urinal, a tall workman in greens and scuffed orange construction boots-- which had, only in the last year or so, become standard wear for the nation's laborers. I stood a stall away from him, and we glanced at each other. When I smiled, he turned toward me. I reached for his penis. Holding it, I realized something was wrong with it, but, for the moment, couldn't quite figure what. For its thickness and harness it was too short. It ended in a kind of flat stump, like a sawed-off dowel, without the collar or taper of glans, making me think he was uncircumcised. Only there was no cuff of skin. That's when he said, a little hoarsely, "That's what there is. If you want it, it's yours. But that's it." And I realized that, either from medical procedure or something else, the first inch or so had been amputated. He came very fast. I wanted to talk with him afterward, but he zipped up once we were finished and hurried away. I never saw him again, though I looked for him. But the image stayed, unsettlingly, for a while.

Most curable sickness can now be diagnosed and treated by laymen. People find it so difficult to accept this statement because the complexity of medical ritual has hidden from them the simplicity of its basic procedures. It took the example of the barefoot doctor in China to show how modern practice by simple workers in their spare time could, in three years, catapult health care in China to levels unparalleled elsewhere. In most other countries health care by laymen is considered a crime. A seventeen-year-old friend of mine was recently tried for having treated some 130 of her high-school colleagues for VD. She was acquitted on a technicality by the judge when expert counsel compared her performance with that of the U.S. Health Service. Nowhere in the U.S.A. can her achievement be considered "standard," because she succeeded in making retests on all her patients six weeks after their first treatment. Progress should mean growing competence in self-care rather than growing dependence. 5

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

Smallpox epidemics had devastated Massachusetts at regular intervals in the ninety years since its founding. A 1677 outbreak wiped out seven hundred people, 12 percent of the population. During the epidemic of 1702, during which three of his children were stricken but survived, Cotton Mather began studying the disease. A few years later, he was introduced to the practice of inoculation by his black slave, who had undergone the procedure in Africa and showed Mather his scar. Mather checked with other blacks in Boston and found that inoculation was a standard practice in parts of Africa.

Auschwitz has also become the standard shorthand of the Holocaust because, when treated in a certain mythical and reductive way, it seems to separate the mass murder of Jews from human choices and actions. Insofar as the Holocaust is limited to Auschwitz, it can be isolated from most of the nations it touched as well as from the landscapes it altered. The gates and walls of Auschwitz can seem to contain an evil that, in fact, extended from Paris to Smolensk. Auschwitz, a German word defining a bit of territory that before and after the war was in Poland, does not seem like an actual place. It is surrounded by mental as well as physical barbed wire. Auschwitz calls to mind mechanized killing, or ruthless bureaucracy, or the march of modernity, or even the endpoint of enlightenment. This makes the murder of children, women, and men seem like an inhuman process in which forces larger than the human were entirely responsible. When the mass murder of Jews is limited to an exceptional place and treated as the result of impersonal procedures, then we need not confront the fact that people not very different from us murdered other people not very different from us at close quarters.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

The question,” Rupert stated, “is, do I rend you limb from limb, physically?  Or do I rend you cell by cell, magically?”  Rupert certainly couldn’t do the latter, and he really didn’t want to do the former; however, the demon had really made him mad.  He deserved to suffer a little fear.  If Rupert had been a human, he’d be dead by now, he was sure. “Limb by limb, if you please.”  The demon begged. “I’ll be forever regenerating with the cell-by-cell thing.  Please...”  The demon almost seemed to whine.  “Please lord, if I have to regenerate cell by cell, my master will really be angry with me.  He doesn’t like his people slacking off, taking up his time to regenerate from their own stupidity, as he’d say.  Just rend me limb from limb, I promise I won’t bother you anymore.  Please?”  Rupert just continued to glare.  He was taken by surprise. The little fellow acted as if it were standard procedure in this circumstance.  He was actually begging for one method over the other.  “Please? Limb by limb?”  the demon begged. Rupert shrugged.  He’d never rent anyone limb from limb before.  He wasn’t sure how it was supposed to be done, but he could use his imagination.  Rupert waded in.  It was all rather messy, he’d decided afterward.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them. What

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.

What’s the most basic freedom we have?” Witzbold asked. An earnest expression dominated his face. Zeiger extended a hand and fished another dried plum from the bag. He chewed, reflecting. “To end our lives when we want to,” he said. “Even that can be controlled,” Witzbold said. “No, it’s the freedom to feel what we feel. You’re right in this preface. Infants know only what their parents want them to know. They would remain infants for eternity if they couldn’t self-determine. True existence begins when we can make choices. Feel what we must and think what we may. Men stripped of that are nothing but children, as you say. When was the last time you had your own feelings?

Oh, it’s perfectly safe to handle if somebody else has triggered the curse and you took it from their still-smoking body.” Eve paused. “Or if they sold it to you.” “You bought it, didn’t you?” Imp walked towards her. “Didn’t you?” “I think so. I may have screwed up that side of things,” Eve admitted. “It’s unclear.” “What’s unclear?” “It was up for auction: obvs, right? But it’s not clear that the person auctioning the location of the manuscript actually owned what they were selling, that’s the thing. Also, ancient death spells and intellectual property law don’t always play nice together. I, uh, my boss has a standard procedure he has me follow in cases of handling blackmail and extortion. We pay the ransom, then once we’ve destroyed the threat I repossess the payment from the blackmailer’s bank account. Via a Transnistrian mafiya underwriter—” This time it was Wendy who interrupted: “The Russian mafiya has underwriters?” “Transnistrian, please, and yes, criminal business models are inherently expensive because they have to pay for their own guard labor—there are no tax overheads, but no police protection for carrying out business, either—so of course they evolved parallel structures for risk management, mostly by embedding the risk in a concrete slab and dumping it in the harbor—anyway. At what stage does the book consider itself to have been legitimately acquired? And by whom? Is it safe for you to handle it, as my employee? What about as an independent freelance contractor not subject to the HMRC IR35 regulations? Am I an acceptable proxy for Bigge Enterprises, a Scottish Limited Liability Partnership domiciled in the Channel Islands, in the view of a particularly dim-witted nineteenth-century death spell attached to a codex bound in human skin by a mad inquisitor? It’s like digital rights management magic, only worse.

The doctors had hit an artery, which is not standard procedure. They worked quickly to deal with it-to this day I have no idea what actually happened, but whatever they did worked, because our beautiful Angel was born soon after. Chris was the first person to hold her. They word beaming was invented to describe the proud expression on his face. I went into the recovery room and slept for a while. When I woke up, Chris was holding Angel. He looked so natural with her-a big six-footer holding a six-pound bundle in the crook of his arm, already bonded to her. “Do you want to hold her?” he asked. I was exhausted, and I knew she was safe with him, so I told him no. He forced himself to smile. He explained later that he thought my response meant I was rejecting the baby-having worked on a ranch, I guess he had seen animals do that, with dire results for their new offspring. But of course I wasn’t; they just looked perfect together, and I was barely conscious. I asked for her a few minutes later, when I felt stronger. He passed her on gently, and I held her for the first time. There is no way really to describe how that feels. In many ways, the birth was a miracle, not a disaster. Because of Angel’s dilemma, her father was able to be there at her birth-something that wouldn’t have happened had that ultrasound been routine, since I would have waited another four or five weeks for her. A potential tragedy had been turned into something beautiful. It was quite a miracle, I thought, that he had been present for both births, despite the long odds against it. Sometimes God’s plan for us is difficult to decipher, but the end result can be far more wonderful than we thought. I knew that. I felt that. And yet, I had a terrible feeling, lying in the bed that night, one I couldn’t shake and one I didn’t dare put into words: Maybe God gave Chris this chance to be with his daughter because he’s going to die in Iraq.

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.   ----  

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Because mandatory arrest laws resulted in an unexpected rise of arrests of women, feminists began devising procedures effectively requiring, as clearly as possible without stating it categorically, that only men be arrested. Though about half of all incidents are mutual, with no clear instigator or victim, feminists began demanding that police arrest the “primary aggressor.” “Police manuals often instruct officers to determine who is the primary aggressor based on ‘who appears to be in control,’” though with no guidance on how to determine which person appears to be in “control.” In many police departments, “the unofficial policy is to simply arrest the larger person. So in practice the primary aggressor standard becomes the flimsy rationale to arrest the man.” In Massachusetts, a training manual tells officers to ignore men’s “excuses” such as, “She hit me first.” The manual encourages officers to downplay the significance of a man’s injuries, warning that “injury alone doesn’t determine who is the abuser.

On paper, at least, none of this would necessarily stop us from getting a stimulus bill passed. After all, Democrats enjoyed a seventy-seven-seat majority in the House and a seventeen-seat majority in the Senate. But even in the best of circumstances, trying to get the largest emergency spending bill in history through Congress in record time would be a little like getting a python to swallow a cow. I also had to contend with a bit of institutionalized procedural mischief—the Senate filibuster—which in the end would prove to be the most chronic political headache of my presidency. The filibuster isn’t mentioned anywhere in the Constitution. Instead, it came into being by happenstance: In 1805, Vice President Aaron Burr urged the Senate to eliminate the “motion to proceed”—a standard parliamentary provision that allows a simple majority of any legislature to end debate on a piece of business and call for a vote. (Burr, who seems never to have developed the habit of thinking things through, reportedly considered the rule a waste of time.) It didn’t take long for senators to figure out that without a formal way to end debate, any one of them could bring Senate business to a halt—and thereby extract all sorts of concessions from frustrated colleagues—simply by talking endlessly and refusing to surrender the floor. In 1917, the Senate curbed the practice by adopting “cloture,” allowing a vote of two-thirds of senators present to end a filibuster. For the next fifty years the filibuster was used only sparingly—most notably by southern Democrats attempting to block anti-lynching and fair-employment bills or other legislation that threatened to shake up Jim Crow. Gradually, though, the filibuster became more routinized and easier to maintain, making it a more potent weapon, a means for the minority party to get its way. The mere threat of a filibuster was often enough to derail a piece of legislation. By the 1990s, as battle lines between Republicans and Democrats hardened, whichever party was in the minority could—and would—block any bill not to their liking, so long as they remained unified and had at least the 41 votes needed to keep a filibuster from being overridden.

Can I Change the Name on My Reservation if I Am a Member of a Frequent Flyer Program? Quick Solutions Available If you are a member of Delta Airlines’ frequent flyer program, you may be wondering if your membership status affects your ability to change the name on your reservation. The short answer is yes, being a frequent flyer may provide additional benefits or flexibility when making changes to your booking. However, name changes are generally governed by the same policies regardless of your frequent flyer status. For assistance, get in touch with Delta Airlines customer service at +1(844)634-0511. Frequent flyer program members often receive priority service, which can make the process of changing a name on a reservation smoother. However, the rules for name corrections or replacements are similar for all passengers. If you need to change your name due to a typo, a legal name change, or another reason, you must contact customer service. While minor corrections like fixing a misspelling may be simple, a full name replacement or legal name change will require additional documentation, such as a marriage certificate or court order. For frequent flyer members, the ability to make these changes may be expedited depending on your status level, and you may be able to avoid some of the administrative hurdles that others may face. However, whether or not you’re a frequent flyer, Delta Airlines will require proper documentation to validate the change, especially for major name changes. In many cases, your frequent flyer number will not affect the cost of the name change, as it is primarily governed by the ticket type and fare rules. Frequent flyer status also may help you with quicker responses and more personalized customer service. If you have elite status, the airline may provide you with dedicated customer support lines or assistance, making it easier to resolve issues related to your reservation. To make sure you’re getting the best service, contact Delta Airlines at +1(844)634-0511 for detailed instructions and the most efficient way to proceed with your name change. In summary, if you are a frequent flyer, your membership may offer some perks when it comes to customer service, but the actual name change process will follow the standard procedure. Get in touch with Delta Airlines customer service at +1(844)634-0511 to make sure your name change is processed efficiently.

To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other. This rule is part of good police procedure. When there are multiple witnesses to an event, they are not allowed to discuss it before giving their testimony. The goal is not only to prevent collusion by hostile witnesses, it is also to prevent unbiased witnesses from influencing each other. Witnesses who exchange their experiences will tend to make similar errors in their testimony, reducing the total value of the information they provide. Eliminating redundancy from your sources of information is always a good idea. The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

By pointing to the captain’s foolhardy departure from standard procedure, the officials shielded themselves from the disturbing image of slaves overpowering their captors and relieved themselves of the uncomfortable obligation to explain how and why the events had deviated from the prescribed pattern. But assigning blame to the captain for his carelessness afforded only partial comfort, for by seizing their opportunity, the Africans aboard the Cape Coast had done more than liberate themselves (temporarily at least) from the slave ship. Their action reminded any European who heard news of the event of what all preferred not to contemplate too closely; that their ‘accountable’ history was only as real as the violence and racial fiction at its foundation. Only by ceaseless replication of the system’s violence did African sellers and European buyers render captives in the distorted guise of human commodities to market. Only by imagining that whiteness could render seven men more powerful than a group of twice their number did European investors produce an account naturalizing social relations that had as their starting point an act of violence. Successful African uprisings against European captors were of course moments at which the undeniable free agency of the captives most disturbed Europeans—for it was in these moments that African captives invalidated the vision of the history being written in this corner of the Atlantic world and articulated their own version of a history that was ‘accountable.’ Other moments in which the agency and irrepressible humanity of the captives manifested themselves were more tragic than heroic: instances of illness and death, thwarted efforts to escape from the various settings of saltwater slavery, removal of slaves from the market by reason of ‘madness.’ In negotiating the narrow isthmus between illness and recovery, death and survival, mental coherence and insanity, captives provided the answers the slave traders needed: the Africans revealed the boundaries of the middle ground between life and death where human commodification was possible. Turning people into slaves entailed more than the completion of a market transaction. In addition, the economic exchange had to transform independent beings into human commodities whose most ‘socially relevant feature’ was their ‘exchangeability’ . . . The shore was the stage for a range of activities and practices designed to promote the pretense that human beings could convincingly play the part of their antithesis—bodies animated only by others’ calculated investment in their physical capacities.

...the prose tradition had died two centuries before and the recreation of a full canon of all-purpose Scots was beyond even Scott's skill, nor did he attempt it, except, perhaps in the magnificent Wandering Willie's Tale. He took the only course open to him, of writing his narrative in English and using Scots only for those who, given their social class, would still be speaking it: daft Davie Gellatley in Waverley, the gypsies and Dandie Dinmont in Guy Mannering, the Headriggs in Old Mortality, Edie Ochiltree and the fisher-folk of Musselcrag in The Antiquary, Andrew Fairservice in Rob Roy, the Deanses in The Heart of Midlothian, Meg Dods in St. Ronan's Well, and so on. The procedure gave reality to the Scots characters whose ways and ethos it was Scott's main purpose to portray, and the author in his best English, which lumbered along rather badly at times, did little more than lay out the setting for the action and act as impressario for the characters as they played their roles... ...Scott's felicity in conveying character and action through their Scots speech inspired his imitators for the next hundred years - Susan Ferrier, Hogg, Macdonald, Stevenson, Barrie, Crockett, Alexander, George Douglas, and John Buchan. The tradition of narrative in standard English and dialogue in various degrees of dialect has been the usual procedure since.

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).

BACON, EGG, AND CHEDDAR CHEESE TOAST CUPS Preheat oven to 400 degrees F., rack in the middle position. 6 slices bacon (regular sliced, not thick sliced) 4 Tablespoons (2 ounces, ½ stick) salted butter, softened 6 slices soft white bread ½ cup grated cheddar cheese 6 large eggs Salt and pepper to taste Cook the 6 slices of bacon in a frying pan over medium heat for 6 minutes or until the bacon is firmed up and the edges are slightly brown, but the strips are still pliable. They won’t be completely cooked, but that’s okay. They will finish cooking in the oven. Place the partially-cooked bacon on a plate lined with paper towels to drain it. Generously coat the inside of 6 muffin cups with half of the softened butter. Butter one side of the bread with the rest of the butter but stop slightly short of the crusts. Lay the bread out on a sheet of wax paper or a bread board butter side up. Hannah’s 1st Note: You will be wasting a bit of butter here, but it’s easier than cutting rounds of bread first and trying to butter them after they’re cut. Using a round cookie cutter that’s three and a half inches (3 and ½ inches) in diameter, cut circles out of each slice of bread.   Hannah’s 2nd Note: If you don’t have a 3.5 inch cookie cutter, you can use the top rim of a standard size drinking glass to do this. Place the bread rounds butter side down inside the muffin pans, pressing them down gently being careful not to tear them as they settle into the bottom of the cup. If one does tear, cut a patch from the buttered bread that is left and place it, buttered side down, over the tear. Curl a piece of bacon around the top of each piece of bread, positioning it between the bread and the muffin tin. This will help to keep the bacon in a ring shape. Sprinkle shredded cheese in the bottom of each muffin cup, dividing the cheese as equally as you can between the 6 muffin cups. Crack an egg into a small measuring cup (I use a half-cup measure) with a spout, making sure to keep the yolk intact. Hannah’s 3rd Note: If you break a yolk, don’t throw the whole egg away. Just slip it in a small covered container which you will refrigerate and use for scrambled eggs the next morning, or for that batch of cookies you’ll make in the next day or two. Pour the egg carefully into the bottom of one of the muffin cups. Repeat this procedure for all the eggs, cracking them one at a time and pouring them into the remaining muffin cups. When every muffin cup has bread, bacon, cheese and egg, season with a little salt and pepper. Bake the filled toast cups for 6 to 10 minutes, depending on how firm you want the yolks. (Naturally, a longer baking time yields a harder yolk.) Run the blade of a knife around the edge of each muffin cup, remove the Bacon, Egg, and Cheddar Cheese Toast Cups, and serve immediately. Hannah’s 4th Note: These are a bit tricky the first time you make them. That’s just “beginner nerves”. Once you’ve made them successfully, they’re really quite easy to do and extremely impressive to serve for a brunch. Yield: 6 servings (or 3 servings if you’re fixing them for Mike and Norman).

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.

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.

Partial solution: structured writing (aka Information Mapping®) Structured writing is an integrated synthesis of tools and techniques for the analysis of complex subject matters (primarily explanation and reporting) and a group of standards and techniques for the management of large amounts of rapidly changing information. It includes procedures for planning organizing sequencing and presenting communications. For stable subject matters, you can divide all the relevant sentences into 40 categories. Examples are: Analogy, Definition, Description, Diagram, Example, Non-example, Fact, Comment, Notation, Objectives, Principle, Purpose, Rule, etc. Some of the sentences stand by themselves in these categories (e.g. Definitions, Examples). Others make sense as part of larger structures (e.g. Parts-Function Table).

Key features Always write in small chunks (also-called blocks ). Unlike many paragraphs, only one topic per chunk. Nothing extra. Chunks can contain several sentences. Label very chunk with an informative, relevant, short, bold-face title. Standards for organizing and sequencing large documents. Diagrams and illustrations can be chunks. Use them. Possible to cluster most of the 40 sentence types into seven categories: procedure, process, structure, concept, fact, classification, principle. Another 160 chunk-types available for Report Documents and Scientific and Technical Reports. About 400,000 technical and business writers world-wide have been taught to write structured writing since 1969.

When some of the post-Soviet societies developed in unexpected ways, language impaired our ability to understand the process. We talked about whether they had a free press, for example, or free and fair elections. But noting that they did not, as Magyar has said, is akin to saying that the elephant cannot swim or fly: it doesn’t tell us much about what the elephant is. Now the same thing was happening in the United States; we were using the language of political disagreement, judicial procedure, or partisan discussion to describe something that was crushing the system that such terminology was invented to describe. Magyar spent about a decade devising a new model, and a new language, to describe what was happening in his country. He coined the term “mafia state,” and described it as a specific, clan-like system in which one man distributes money and power to all other members. He then developed the concept of autocratic transformation, which proceeds in three stages: autocratic attempt, autocratic breakthrough, and autocratic consolidation. It occurred to me that these were words that American culture could now borrow, in an appropriate symbolic reversal of 1989: these terms appear to describe our reality better than any words in the standard American political lexicon. Magyar had analyzed the signs and circumstances of this process in post-Communist countries and proposed a detailed taxonomy. But how it might happen in the United States was uncharted territory.

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.

but then found that being evil was standard procedure in the large-scale construction business. In fact, we were shocked by how corrupt and deceitful some of our rival companies were—and we’re terrorists! To get jobs, everyone uses bribes, blackmail, kickbacks, and threats.

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The belief in redundancy was the product of the work group culture and the incremental accretion of history, ideas, and routines about the booster joints that began in 1977. It was based on a scientific paradigm in the Kuhnian sense: agreed-upon procedures for inquiry, categories into which observations were fitted, and a technology including beliefs about cause-effect relations and standards of practice in relation to it. These traits, reinforced by the cultural meaning systems that contributed to its institutionalization, gave the belief in redundancy the sort of obduracy Kuhn remarked upon.

I define failure as an outcome that deviates from desired results, whether that be failing to win a hoped-for gold medal, an oil tanker spilling thousands of tons of raw oil into the ocean instead of arriving safely in a harbor, a start-up that dives downward, or overcooking the fish meant for dinner. In short, failure is a lack of success. Next, I define errors (synonymous with mistakes) as unintended deviations from prespecified standards, such as procedures, rules, or policies.

Good leaders seize crises to remake organizational habits. NASA administrators, for instance, tried for years to improve the agency’s safety habits, but those efforts were unsuccessful until the space shuttle Challenger exploded in 1986. In the wake of that tragedy, the organization was able to overhaul how it enforced quality standards.40 Airline pilots, too, spent years trying to convince plane manufacturers and air traffic controllers to redesign how cockpits were laid out and traffic controllers communicated. Then, a runway error on the Spanish island of Tenerife in 1977 killed 583 people and, within five years, cockpit design, runway procedures, and air traffic controller communication routines were overhauled.41

A healthy work environment will be characterized by a number of factors. Including - Quality team members, effective communication skills and procedures set in place to facilitate regular communication, trusting relationships, common vision and goals among team members, standardized processes and procedures including standards to be met and on-going monitoring of performance, healthy methods for correction and conflict resolution, clear lines of responsibility, including accountability and rewards for results. the more these characteristics exist in an organization, the more likely the organization will meet its goals and the team members will enjoy their work.

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.

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)

I was amazed at how expensive economists thought doctors were. They instituted many economic maneuvers—de-skilling medicine onto nurses and physician assistants; computerizing medical decision-making; substituting algorithms for thinking—because they assumed that doctors were such expensive commodities. And yet doctors were not expensive, at least, not the doctors I knew. We cost no more than the nurses, the middle managers, and the information technicians, alas. Adding up all the time I spent with Mrs. Muller, the cost of her accurate diagnosis was about the same as one MRI scan, wholesale. Economists did the same thing with the other remedies of premodern medicine—good food, quiet surroundings, and the little things—treating them as expensive luxuries and cutting them out of their calculations. At Laguna Honda, for instance, while most patients were on fifteen or even twenty daily medications, many of which they didn’t need, the budget for a patient’s daily meals had been pared down to seven dollars, which could supply only the basics. I began to wonder: Had economists ever applied their standard of evidence-based medicine to their own economic assumptions? Under what conditions, with which patients and which diseases was it cost-effective to trade good food, clean surroundings, and doctor time for medications, tests, and procedures? Especially ones that patients didn’t need? Although Mrs. Muller was an impressive example of Laguna Honda’s Slow Medicine, she wasn’t the only one. Almost every patient I admitted had incorrect or outmoded diagnoses and was taking medications for them, too. Medications that required regular blood tests; caused side effects that necessitated still more medications; and put the patient at risk for adverse reactions. Typically my patients came in taking fifteen to twenty-five medications, of which they ended up needing, usually, only six or seven. And medications, even the cheapest, were expensive. Adding in the cost of side effects, lab tests, adverse reactions, and the time pharmacists, doctors, and nurses needed to prepare, order, and administer them, each medication cost something like six or seven dollars a day. So Laguna Honda’s Slow Medicine, to the extent that it led to discontinuing ten or twelve unnecessary medications, was more efficient than efficient health care by at least seventy dollars per day. I

Lead by example; listen aggressively; communicate purpose and meaning; create a climate of trust; look for results, not salutes; take calculated risks; go beyond standard procedure; build up your people; generate unity; and improve your people’s quality of life.

The Kriegsfolgenbereinigungsgesetz fixed another principle in the law that had made its appearance during the 1980s: the restriction of Aussiedler immigration by ethnic circumscription of the criteria. This mechanism is one of the central paradoxes of Aussiedler migration: its demise, which Christian Joppke has correctly characterized for the time after the opening of the Iron Curtain, went hand in hand with an increasingly “ethnicized” approach to the immigration procedure.107 A reduction of the number of immigrants could only be achieved by introducing stricter selection criteria—in this case, higher standards as to who could be considered German. To reduce co-ethnic immigration, the screening turned more ethnic.

As the profession of social work evolved, it became a common practice to describe unmarried mothers in psychiatric terms. The unmarried mother was no longer viewed as having “bad blood,” but instead as a criminal needing correction or as a “girl” needing “a cure” for her neurosis. In other words, the mother as sick, but her soon-to-be-born baby was not. Once unmarried mothers were no longer viewed as having genetic deficiencies - the “bad blood” that could be passed on to their children - their babies became highly adoptable. Hastings Hornell Hart, an ordained pastor with a national reputation in penology and prison reform, described the standard procedure for admitting an unmarried mother to a maternity home and referring to her and the home’s “inmates” as “homeless and wayward white girls and women” who came from any part of the United States, who required physical examinations to detect the presence of venereal disease, who could be used to do the chores and thus save money for the institution, which was maintained  for the care of “inmates” by public monies from the District Board of Charities (Hart, 1924).

Imagine that you need a root canal and the dentist offers you either (a) the standard procedure with a few days of recovery or (b) a root canal with additional bonus days of extensive excruciating pain. Why on earth would you ever choose (b)?

Focus on total quality management. “Never mistake speed for efficiency, and never mistake quantity for effectiveness." Efficiency is eliminating loopholes by fixing procedures, not shortening the process; effectiveness is enhancing quality standards, not quantity production.

The second possibility is of a quite different sort. Perhaps many of the security analysts are handicapped by a flaw in their basic approach to the problem of stock selection. They seek the industries with the best prospects of growth, and the companies in these industries with the best management and other advantages. The implication is that they will buy into such industries and such companies at any price, however high, and they will avoid less promising industries and companies no matter how low the price of their shares. This would be the only correct procedure if the earnings of the good companies were sure to grow at a rapid rate indefinitely in the future, for then in theory their value would be infinite. And if the less promising companies were headed for extinction, with no salvage, the analysts would be right to consider them unattractive at any price. The truth about our corporate ventures is quite otherwise. Extremely few companies have been able to show a high rate of uninterrupted growth for long periods of time. Remarkably few, also, of the larger companies suffer ultimate extinction. For most, their history is one of vicissitudes, of ups and downs, of change in their relative standing. In some the variations “from rags to riches and back” have been repeated on almost a cyclical basis—the phrase used to be a standard one applied to the steel industry—for others spectacular changes have been identified with deterioration or improvement of management.

Whom should I see? Take the time to find and pick a specialist (professional or friend) with whom you feel comfortable and who fits your standards to make sure you have the best possible experience. (While a friend may not have the same level of experience as a practitioner, if you're relaxed and open to each other, it can be a pleasant bonding experience to get Reiki from a partner.) You're going to want someone who clearly describes the procedure and how he or she approaches the treatment to give you an idea of what to expect. Your individual therapeutic process is very unique, so learning what will be done next by the therapist will make you trust in your care.

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.

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.

Canon law helped to give a new direction to the European mind. Its systematic character and the procedures required for administering it stimulated an analytical frame of mind, leading, inexorably, to the emergence of philosophy as a discipline distinct from theology. It was not just that new standards of precise argument were encouraged. The egalitarian foundation of canon law raised questions which led to challenges to assumptions inherited from the corporate society of antiquity.

qualitative market research in Myanmar Address Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar - Phone +95 9972107002 +91 7222997497 Subjective Statistical surveying in Myanmar: Revealing Bits of knowledge for Business Development In the present globalized commercial center, understanding buyer conduct and market elements is urgent for organizations to flourish. Myanmar, with its quickly developing economy, presents special open doors and difficulties for organizations hoping to lay out areas of strength for an in the district. As organizations look to acquire an upper hand, the meaning of subjective statistical surveying in Myanmar couldn't possibly be more significant. This article digs into the significance of qualitative market research in Myanmar and how it tends to be instrumental in driving business development in the powerful Myanmar market. Myanmar, previously known as Burma, has seen critical political and monetary changes as of late, prompting expanded unfamiliar speculation and development across different areas. This change has brought about shifts in buyer inclinations, buying power, and market patterns. To explore this advancing scene effectively, organizations should participate in thorough subjective statistical surveying to acquire nuanced experiences into buyer conduct, inclinations, and social impacts. qualitative market research in Myanmar centers around understanding the "whys" behind buyer conduct, digging into the basic inspirations, feelings, and insights that drive dynamic cycles. Dissimilar to quantitative exploration, which gives mathematical information and factual examination, subjective examination offers a more profound comprehension of customer perspectives and inclinations, making it priceless for organizations looking to fit their techniques to the Myanmar market. One of the critical benefits of subjective statistical surveying in Myanmar is its capacity to uncover social subtleties and context oriented factors that impact buyer conduct. Given Myanmar's different ethnic gatherings, dialects, and cultural standards, a nuanced comprehension of nearby traditions and customs is fundamental for organizations meaning to resound with the interest group. Subjective examination procedures, for example, inside and out interviews, center gatherings, and ethnographic investigations empower scientists to dive into these social complexities, giving organizations noteworthy bits of knowledge for item improvement, promoting methodologies, and brand situating. Also, subjective examination assumes a significant part in distinguishing arising patterns and market holes that may not be obvious through quantitative information alone. By connecting straightforwardly with buyers and key partners, organizations can acquire subjective experiences into advancing business sector elements, possible undiscovered portions, and moving customer inclinations. This, thus, enables organizations to adjust their contributions and methodologies proactively, remaining on the ball in Myanmar's quickly changing business sector scene. As well as illuminating vital business choices, subjective statistical surveying encourages a more profound association among organizations and the nearby local area. By effectively including Myanmar purchasers in the examination cycle, organizations show a promise to understanding and tending to their requirements, cultivating trust and brand reliability simultaneously. This human-driven approach is especially relevant in Myanmar, where individual connections and local area ties hold huge influence over customer conduct.

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

THE TEN STEPS TO BUILDING A COMPANY CULTURE 1. Define the company’s core values and align them with aspects such as mission, vision, principles or purpose to create a solid foundation for the organisation. 2. Integrate the desired culture into every aspect of the company, including hiring policies, processes and procedures across all departments and functions. 3. Agree upon expected behaviours and standards for all team members, promoting a positive work environment. 4. Establish a purpose that goes beyond the company’s commercial goals, fostering a deeper connection for employees. 5. Use myths, stories, company-specific vocabulary and legends, along with symbols and habits, to reinforce the company culture and embed it in the collective consciousness. 6. Develop a unique identity as a group and cultivate a sense of exclusivity and pride within the team. 7. Create an atmosphere that celebrates achievements, progress, and living the company culture, boosting motivation and pride. 8. Encourage camaraderie, community and a sense of belonging among team members, encourage mutual dependence and a collective sense of obligation, reinforcing the interconnected nature of the team. 9. Remove barriers and enable employees to express themselves authentically and embrace their individuality within the organisation. 10. Emphasise the unique qualities and contributions of both employees and the collective, positioning them as distinct and exceptional.

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One thing is clear, however. In the tightly controlled hierarchy of Soviet ballistic submarine forces, no deviation from standard procedures happened in a vacuum. A missile submarine would never have been assigned an extended mission except by very high authority. The orders that arrived at Rybachiy Naval Base to dispatch the submarine under such unusual circumstances could only have originated in Moscow. The inexplicable order to rush K-129 back to sea was only one of several mysterious events that occurred before the boat’s departure. The order to sail early was so odious that some of the sub’s officers and sailors risked stern disciplinary action to make their opinions known. In the Soviet navy, with political officers throughout the ranks, there was usually far less open complaining than in most of the world’s military establishments.