Tactical Training Quotes

Your own tactic is to train yourself in the art of becoming enigmatic to everybody. My young friend, suppose there was no one who troubld himself to guess your riddle--what joy, then, would you have in it?

We lack spiritual-warfare tactics and spiritual-warfare training, and we also lack understanding of the arsenals of heaven because we do not have the faith to confront the devil.

I was getting an idea. It was probably a bad idea. (When most of your training in tactical thinking comes from adventure shows, that does tend to happen.)

Well, Valek, any new promotions?” the Commander asked “No. But Maren shows promise. Unfortunately she doesn’t want to be in my corps or even be my second.She just wants to beat me.” Valek grinned, delighted by the challenge. “And can she?” the Commander inquired. His eyebrows rose. “With time and the proper training. She’s deadly with her bow; it’s just her tactics that need work.” “Then what do we do with her?” “Promote her to General and retire some of those old wind-bags. We could use some fresh blood in the upper ranks.” “Valek, you never had a good grasp of military structure.” “Then promote her to First Lieutenant today, Captain tomorrow, Major the next day, Colonel the day after, and General the day after that.” “I’ll take it under advisement.

We do not rise to the level of our expectations. We fall to the level of our training.” —Archilochus

He sighed. "Look, love, I know I seem like a tactical genius, but really, I'm just a magician who occasionally kills a bunny or drives a train.

As well, they used their B-52 bombers to drop thousands of tons of bombs which included napalm and cluster bombs. In a particularly vile attack, they used poisonous chemicals on our base regions of Xuyen Moc, the Minh Dam and the Nui Thi Vai mountains. They sprayed their defoliants over jungle, and productive farmland alike. They even bull-dozed bare, both sides along the communication routes and more than a kilometre into the jungle adjacent to our base areas. This caused the Ba Ria-Long Khanh Province Unit to send out a directive to D445 and D440 Battalions that as of 01/November/1969, the rations of both battalions would be set at 27 litres of rice per man per month when on operations. And 25 litres when in base or training. So it was that as the American forces withdrew, their arms and lavish base facilities were transferred across to the RVN. The the forces of the South Vietnamese Government were with thereby more resources but this also created any severe maintenance, logistic and training problems. The Australian Army felt that a complete Australian withdrawal was desirable with the departure of the Task Force (1ATF), but the conservative government of Australia thought that there were political advantages in keeping a small force in south Vietnam. Before his election, in 1964, Johnston used a line which promised peace, but also had a policy of war. The very same tactic was used by Nixon. Nixon had as early as 1950 called for direction intervention by American Forces which were to be on the side of the French colonialists. The defoliants were sprayed upon several millions of hectares, and it can best be described as virtual biocide. According to the figure from the Americans themselves, between the years of 1965 to 1973, ten million Vietnamese people were forced to leave their villages ad move to cities because of what the Americans and their allies had done. The Americans intensified the bombing of whole regions of Laos which were controlled by Lao patriotic forces. They used up to six hundred sorties per day with many types of aircraft including B52s. On 07/January/1979, the Vietnamese Army using Russian built T-54 and T-59 tanks, assisted by some Cambodian patriots liberated Phnom Penh while the Pol Pot Government and its agencies fled into the jungle. A new government under Hun Sen was installed and the Khmer Rouge’s navy was sunk nine days later in a battle with the Vietnamese Navy which resulted in twenty-two Kampuchean ships being sunk.

An accomplished woman is one who has a thorough knowledge of music, singing, drawing, dancing and the modern languages; she must be well trained in the fighting styles of the Kyoto masters and the modern tactics and weaponry of Europe.

Yes...how else could Demandred explain the skill of the enemy general? Only a man with the experience of an ancient was so masterly at the dance of battlefields. At their core, many battle tactics were simple. Avoid being flanked, meet heavy force with pikes, infantry with a well-trained line, channelers with other channelers. And yet, the finesse of it...the little details...these took centuries to master. No man from this Age had lived long enough to learn the details with such care.

This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.

All right, but no tactical training till they’re fifteen.” Dingus said, “Oh, c’mon, there’s lots of things they can learn when they are five. No need to handicap them by starting them late.

The modern world is full of pundits, poseurs, and mall ninjas. Preparedness is not just about accumulating a pile of stuff. You need practical skills, and those come only with study, training, and practice. Any armchair survivalist with a credit card can buy a set of stylish camouflage fatigues and an "M4gery" carbine encrusted with umpteen accessories. Style points should not be mistaken for genuine skills and practicality.

A woman must have a thorough knowledge of music, singing, drawing, dancing, and the modern languages; she must be well trained in the fighting styles of the Kyoto masters and the modern tactics and weaponry of Europe. And besides all this, she must possess a certain something in her air and manner of walking, the tone of her voice, her address and expressions, or the word will be but half-deserved. All this she must possess, and to all this she must yet add something more substantial, in the improvement of her mind by extensive reading, meditation, and Oriental discipline.

Wars weren't won in a day, they required diplomacy, negotiation, and tactical strategic thought. But I suspected the trickiest battles weren't fought between tough highly trained men in combat. They were those of the quick-witted mind pitched against stubborn, nine-year-old girls!!

Failure in training identifies weaknesses so as to prevent them in the field, because as the common saying goes in the tactical community, “We don’t rise to the level of our expectations, we fall to the level of our training.” We live by that code.

The enemy always uses one or both of his two primary tactics in dealing with the church. His first tactic is to send in counterfeit spirits.

Four specific missions were assigned: to spy on the nguy and American forces in the city; to recruit civilians to join the uprising and provide support; to train them with weapons and tactics; and to build a committed core who, when the battle began, would carry the wounded to medical stations in the rear and help feed the army. Weapons, ammo, food, and medical provisions all would be smuggled, stockpiled, and made ready.

Nothing breaks my heart more than seeing that person who’s struggling to lose weight who thinks that they need to run 20 miles a week. They have no desire to do it, their knees hurt, they hate it, and they’re not losing weight. And I’d like to say, ‘Well, I’ve got great news for you. You don’t ever need to run another step a day in your life, because there’s no value in that.’ “There is value in exercise, though, and I think that the most important type of exercise, especially in terms of bang for your buck, is going to be really high-intensity, heavy strength training. Strength training aids everything from glucose disposal and metabolic health to mitochondrial density and orthopedic stability. That last one might not mean much when you’re a 30-something young buck, but when you’re in your 70s, that’s the difference between a broken hip and a walk in the park.

most Americans think of Rosa Parks as a demur, pleasant-enough seamstress who backed into history by being too tired to get out of her seat on a bus one day, in reality she had been trained in nonviolence spirit and tactics at a famous institution, Highlander Folk School. It seems to be a difficult concept for most of us that peace is a skill that can be learned. We know war can be learned, but we seem to think that one becomes a peacemaker by a mere change of heart. (23)

You think,' she said, 'because you've identified one purpose of mine, that you know what I'm doing. But this inquiry among printers was something of a discovered attack.' [...] 'What do you mean, a discovered attack?' 'A tactical term.' She touched her fingertips together. 'When you make a move, you do two things. First, you move forward - and the space you now occupy has value. But you also vacate the spot where you once were, exposing your enemy's flank to longer-ranged attacks. Be aware of where you are, and the space you'll leave behind.' 'That's not a sense of tactics you have,' he said, blinking down at her. 'That sounds like actual tactical training. Where would a half-blind near-spinster acquire that?

Truly a Thinking Man is the worst enemy the Prince of Darkness can have; every time such a one announces himself, I doubt not, there runs a shudder through the Nether Empire; and new Emissaries are trained, with new tactics, to, if possible, entrap him, and hoodwink and handcuff him.

These ‘mine-dogs’, trained on Pavlovian principles, had been taught to run under large vehicles to obtain their food. The stick, catching against the underside, would detonate the charge. Most of the dogs were shot before they reached their target, but this macabre tactic had an unnerving effect. It

It is not the dead rather the ones who lives through war have seen the dreadful end of the war, you might have been victorious, unwounded but deep within you, you carry the mark of the war, you carry the memories of war, the time you have spend with your comrades, the times when you had to dug in to foxholes to avoid shelling, the times when you hate to see your comrade down on the ground, feeling of despair, atrocities of the war, missing families, home. They live through hell and often the most wounded, they live with the guilt, despair, of being in the war, they may be happy but deep down they are a different person. Not everyone is a hero. You live with the moments, time when you were unsuccessful, when your actions would have helped your comrades, when your actions get your comrades killed, you live with regret, joyous in the victory can never help you forget the time you have spent. You are victorious for the people you have lost, the decisions you have made, the courage you have shown but being victorious in the war has a price to pay, irrevocable. You can't take a memory back from a person, even if you lose your memory your imagination haunts you as deep down your sub conscious mind you know who you are, who you were. Close you eyes and you can very well see your past, you cant change your past, time you have spent, you live through all and hence you are a hero not for the glorious war for the times you have faced. Decoration with medals is not going to give your life back. the more you know, more experiences doesn't make it easy rather make its worse. Arms and ammunition kills you once and free you from the misery but the experiences of war kills you everyday, makes you cherish the times everyday through the life. You may forgot that you cant walk anymore, you may forget you cant use your right hand, you may forgot the scars on your face but you can never forgot war. Life without war is never easy and only the ones how survived through it can understand. Soldiers are taught to fight but the actual combat starts after war which you are not even trained for. You rely on your weapon, leaders, comrades, god, luck in the war but here you rely on your self to beat the horrors,they have seen hell, heaven, they have felt the mixed emotions of hope, despair, courage, victory, defeat, scared.

Like their modern counterparts, and unlike traditional warriors, Byzantine soldiers were normally trained to fight in different ways, according to specific tactics adapted to the terrain and the enemy at hand. In that simple disposition lay one of the secrets of Byzantine survival. While standards of proficiency obviously varied greatly, Byzantine soldiers went into battle with learned combat skills, which could be adapted by further training for particular circumstances. That made Byzantine soldiers, units, and armies much more versatile than their enemy counterparts, who only had the traditional fighting skills of their nation or tribe, learned from elders by imitation and difficult to change. In

The important thing is that, thanks to epidemiological studies, we know that exercise is the most powerful anti-aging tactic we’ve got.

We play at paste, Till qualified for pearl, Then drop the paste, And deem ourself a fool. The shapes, though, were similar, And our new hands Learned gem-tactics Practising sands.

A woman must have a thorough knowledge of music, singing, drawing, dancing, and the modern languages; she must be well trained in the fighting styles of the Kyoto masters and the modern tactics and weaponry of Europe. And besides all this, she must possess a certain something in her air and manner of walking, the tone of her voice, her address and expressions, or the word will be but half-deserved. All this she must possess, and to all this she must yet add something more substantial, in the improvement of her mind by extensive reading.

On the raptors kept for falconry: "They talk every night, deep into the darkness. They say about how they were taken, about what they can remember about their homes, about their lineage and the great deeds of their ancestors, about their training and what they've learned and will learn. It is military conversation, really, like what you might have in the mess of a crack cavalry regiment: tactics, small arms, maintenance, betting, famous hunts, wine, women, and song. Another subject they have is food. It is a depressing thought," he continued, "but of course they are mainly trained by hunger. They are a hungry lot, poor chaps, thinking of the best restaurants where they used to go, and how they had champagne and caviar and gypsy music. Of course, they all come from noble blood." "What a shame that they should be kept prisoners and hungry." "Well, they do not really understand that they are prisoners any more than the cavalry officers do. They look on themselves as being 'dedicated to their profession,' like an order of knighthood or something of that sort. You see, the member of the Muse [where Raptors are kept for falconry] is restricted to the Raptors, and that does help a lot. They know that none of the lower classes can get in. Their screened perches do not carry Blackbirds or such trash as that. And then, as for the hungry part, they're far from starving or that kind of hunger: they're in training, you know! And like everybody in strict training, they think about food.

In recent decades, our welfare states have come to look increasingly like surveillance states. Using Big Brother tactics, Big Government is forcing us into a Big Society. Lately, developed nations have been doubling down on this sort of “activating” policy for the jobless, which runs the gamut from job-application workshops to stints picking up trash, and from talk therapy to LinkedIn training. No matter if there are ten applicants for every job, the problem is consistently attributed not to demand, but to supply. That is to say, to the unemployed, who haven’t developed their “employment skills” or simply haven’t given it their best shot.

Stripped to its essence, combat is a series of quick decisions and rather precise actions carried out in concert with ten or twelve other men. In that sense it’s much more like football than, say, like a gang fight. The unit that choreographs their actions best usually wins. They might take casualties, but they win. That choreography—you lay down fire while I run forward, then I cover you while you move your team up—is so powerful that it can overcome enormous tactical deficits. There is choreography for storming Omaha Beach, for taking out a pillbox bunker, and for surviving an L-shaped ambush at night on the Gatigal. The choreography always requires that each man make decisions based not on what’s best for him, but on what’s best for the group. If everyone does that, most of the group survives. If no one does, most of the group dies. That, in essence, is combat.

It’s a common tactic for bad actors to ride the trains posing as migrants, working to gain the trust of unsuspecting travelers, so they can lure them into a secluded place where they can commit some violence against them.

To change the world, to overthrow the rule of the bourgeoisie and to bring the proletariat to power, is not the hardest task. The hardest task is to change the habits of millions and millions of people trained in capitalism.

When the Soviets invaded Afghanistan in 1979, the Saudi regime saw an opportunity to rid itself, however temporarily, of the holy warriors it had nurtured for nearly a century. With economic and military support from the United States and tactical training provided by Pakistan’s Inter-Services Intelligence agency, the Saudis began funneling a steady stream of radical Islamic militants (known as the Mujahadin, or “those who make jihad”) from Saudi Arabia and across the Middle East into Afghanistan, where they could be put to use battling the godless communists. The intention, as President Jimmy Carter’s national security adviser, Zbigniew Brzezinski, famously put it, was to “give the USSR its own Vietnam” by keeping the Soviet army bogged down in an unwinnable war in hostile territory. The United States considered the Mujahadin to be an important ally in the Great Game being played out against the Soviet Union and, in fact, referred to these militants as “freedom fighters.” President Ronald Reagan even compared them to America’s founding fathers.

Now, sitting among the Biters and getting a glimpse of what battle against humans looked like from their perspective, she began to see things a bit differently. Sure, up close they were formidable with their strength, seeming immunity to pain, and their single-minded dedication to biting human flesh. But in the open like this, against trained soldiers, they were cannon fodder. They could not use weapons, moved slower than humans, and did not seem to have enough intelligence for anything more than the most rudimentary tactics.

The Afghans whom Yousaf trained uniformly denounced suicide attack proposals as against their religion. It was only the Arab volunteers—from Saudi Arabia, Jordan, Algeria, and other countries, who had been raised in an entirely different culture, spoke their own language, and preached their own interpretations of Islam while fighting far from their homes and families—who later advocated suicide attacks. Afghan jihadists, tightly woven into family, clan, and regional social networks, never embraced suicide tactics in significant numbers.18

John Coffee Hays, without formal training, developed tactical combat concepts that are still used today. Hays’ philosophy of giving men superior weapons, training them well, and utilizing speed and audacity on the battlefield would be adopted later by another Californian, George Patton.

The immediate answer that comes to mind is ‘humility.’ Because you’ve got to be humble, and you’ve got to be coachable. . . . Later, when I was running training, we would fire a couple leaders from every SEAL Team because they couldn’t lead. And 99.9% of the time, it wasn’t a question of their ability to shoot a weapon, it wasn’t because they weren’t in good physical shape, it wasn’t because they were unsafe. It was almost always a question of their ability to listen, open their mind, and see that, maybe, there’s a better way to do things. That is from a lack of humility. . .

Whenever you are conducting reconnaissance, you can safely assume that your opponent is conducting their own reconnaissance against you. If your opponent is monitoring and recording what you do in every situation, then you should make it your priority to feed them as much false information about your fencing as possible.

There’s an old saying,” retired NYPD cop turned author Steve Osborne once told me, “that in police work, a cop ` s mouth is his greatest weapon. To go into a chaotic situation where everybody is yelling and screaming, sometimes there ` s alcohol, there ` s drugs involved—to be able to talk everybody down. When you see a real experienced cop do that, it’s a magical thing.” But as true as that is, the fact is that most cops are going to encounter these scenarios with little more training than I did—and I talk for a living! The typical cadet training involves sixty hours on how to use a gun and fifty-one hours on defensive tactics, but just eight hours on how to calm situations without force.

Understanding dog-psychology is simple and there are only a few essential (yet very simple) things that you need to understand – but you need to understand them well! The photojournal format makes it conducive to offer helpful tactics, techniques, tips, and tricks that can be accompanied by illustrative photos (when necessary) that are spread throughout the book.

With time and the proper training. She’s deadly with her bow; it’s just her tactics that need work.” “Then what do we do with her?” “Promote her to General and retire some of those old wind-bags. We could use some fresh blood in the upper ranks.” “Valek, you never had a good grasp of military structure.” “Then promote her to First Lieutenant today, Captain tomorrow, Major the next day, Colonel the day after, and General the day after that.

That was when reality kicked back in and reminded Xander that the woman he'd just spent the past fifteen minutes mentally undressing was going to be in his squad, and that he was going to be her supervisor. He was in so much trouble. There was no way he could be her boss. It wouldn't be fair to her or his team, and it sure as hell wasn't something he could handle. He'd end up spending all his time gazing at her like a lovesick puppy instead of training her on weapons and tactics.

Spinner parts, who do not themselves become dizzy, have the job of spinning internally to send out feelings or impulses to all the other parts, the main person, or a group of selected parts. Many of the “booby traps" or “fail-safe" programmes involve spinning. Often, when a programme (that is, a particular training) is in operation, the survivor feels dizzy, as though something or someone is “spinning" inside his or her head. If this is happening to you, you can speak to the spinner and ask that part to stop spinning or to slow down the spin. If this does not work, ask to speak with whoever is making the spinner part spin. This strategy, of working up through the chain of command, applies to mind control treatment recovery in general. Another tactic you can use is to ask the spinner to spin in the opposite direction, which will often put away whatever is being spun. If permitted by those in charge, a spinner can also replace whatever lesson is being spun with something positive, such as a feeling of calmness, taken from a positive memory.

If America, for instance, used the Bible to shape its warfare policy, that policy would look like this. Enlistment would be by volunteer only (which it is), and the military would not be funded by taxation. America would not stockpile superior weapons—no tanks, drones, F-22s, and of course no nuclear weapons—and it would make sure its victories were determined by God’s miraculous intervention, not by military might. Rather than outnumbering the enemy, America would deliberately fight outmanned and under-gunned. Perhaps soldiers would use muskets, or maybe just swords. There would be no training, no boot camp, no preparation other than fasting, praying, and singing worship songs. If America really is the “new Israel,” God’s holy nation as some believe, then it needs to take its cue from God and His inspired manual for military tactics. But as it stands, many Christians will be content to cut and paste selected verses that align with America’s worldview to give the military some religious backing. Some call this bad hermeneutics; others call it syncretism. The Israelite prophets called it idolatry.

Take a community of Dutchmen of the type of those who defended themselves for fifty years against all the power of Spain at a time when Spain was the greatest power in the World. Intermix with them a strain of those inflexible French Huguenots who gave up home and fortune and left their Country forever at the time of the revocation of the Edict of Nantes. The product must obviously be one of the most rugged, virile, unconquerable races ever seen upon Earth. Take this formidable people and train them for seven generations in constant warfare against savage men and ferocious beasts, in circumstances under which no weakling could survive, place them so that they acquire exceptional skills with weapons and in horsemanship, give them a Country which is eminently suited to the tactics of the huntsman, the marksman and the rider. Then, finally, put a fine temper upon their military qualities by a dour fatalistic Old Testament religion and an ardent and consuming patriotism. Combine all of these qualities and all these impulses in one individual, and you have the modern Boer. The most formidable antagonist who ever crossed the path of Imperial Britain.

Although these firms deploy units that are often much smaller in manpower relative to their client’s adversaries, their effectiveness lies not in their size, but in their comprehensive training, experience, and overall skill at battlefield judgment, all in fundamentally short supply in the chaotic battlefields of the last decade.14 Utilizing coordinated movement and intelligent application of firepower, their strength is their ability to arrive at the right place at the right moment. The fundamental reality of modern warfare is that in many cases such small tactical units can achieve strategic goals.

Calm Is Contagious” This is another of Pavel’s favorite quotes. Here is an elaboration from a speech by Rorke Denver, former Navy SEAL commander: “A master chief, the senior enlisted rank in the Navy—who was like a god to us—told us he was giving us an invaluable piece of advice that he’d learned from another master chief during the Vietnam War. He said, ‘This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.’” *

So you don’t trust me: the guy who taught you everything you know. I’m guessing if you have her”—he jerked his thumb at Rae—“that’s no accident. Luke’s buddies sent her to trap you, and she thought she was doing the right thing, because, duh, she’s already proven she’s kinda gullible that way.” “Hey!” Rae said. “You are. Own it. Fix it. Now, you guys have her, which means you escaped whoever sent her after you. You didn’t escape without a fight, given that bruise I see rising on Daniel’s jaw and the scrapes on Derek’s knuckles. But you escaped, and you came back here, and you captured me. Who taught you all that?” “Daniel and I had already started learning,” Maya said, “during those weeks you were chasing us.” “Trial by fire,” he said. “Followed by hardcore, hands-on tactical training. You got away scot-free from these guys because of my lessons. And yet now you don’t trust I’m on your side?” “Nope,” Derek said. “Sorry,” Daniel said. Maya crossed her arms and shook her head. I shrugged. Moreno broke into a grin. “You guys do me proud. I’d give you all a hug, if that wasn’t a little creepy. And if I was the hugging sort. But if you survive the rest of this, I’ll take you all out for beer and ice cream.” “You don’t need to be sarcastic,” Rae muttered. “Oh, but I’m not, and they know it. This is exactly what I trained them for. Trust no one except one another. Excluding you, kid, because I don’t know you, and you have a bad habit of screwing up. But these guys are doing the right thing. Next step?” Turn the tables,” I said. “Capture someone who’s behind this and get them to talk.” “Mmm, yes. That would work. But even better?” “Stop them,” Derek said. “Don’t just take down one. Take them all down.” “Without running to the Nasts for help,” Daniel said. “Because in another year, some of us will be off to college, and we need to be able to look after ourselves.” “Starting with proving we can look after ourselves,” Maya said. Moreno beamed. “You guys are ace. See, this is what I told Sean. The best time to train operatives is when they’re still young and malleable. None of that shit about waiting until they’re eighteen and legally old enough to consent.” Maya shook her head. “I suppose you’d also suggest he have the Cabal terrorize them for weeks first, so they’re properly motivated.” “Exactly. Personal rights and freedoms are vastly overrated. And there’s nothing wrong with a little PTSD. I’ve always found mine useful. Keeps me on my toes.” Rae stared at him. “I’m kidding,” he said to her. “Mostly. Don’t you joke around like this with your instructors? Oh, wait. You don’t have any. Which is why you got tricked—again. And got captured by these guys.” “Can we tie him up now?” Rae said. “And gag him?” “Doesn’t do any good,” Derek said. “We could try.

As black-box technologies become more widespread, there have been no shortage of demands for increased transparency. In 2016 the European Union's General Data Protection Regulation included in its stipulations the "right to an explanation," declaring that citizens have a right to know the reason behind the automated decisions that involve them. While no similar measure exists in the United States, the tech industry has become more amenable to paying lip service to "transparency" and "explainability," if only to build consumer trust. Some companies claim they have developed methods that work in reverse to suss out data points that may have triggered the machine's decisions—though these explanations are at best intelligent guesses. (Sam Ritchie, a former software engineer at Stripe, prefers the term "narratives," since the explanations are not a step-by-step breakdown of the algorithm's decision-making process but a hypothesis about reasoning tactics it may have used.) In some cases the explanations come from an entirely different system trained to generate responses that are meant to account convincingly, in semantic terms, for decisions the original machine made, when in truth the two systems are entirely autonomous and unrelated. These misleading explanations end up merely contributing another layer of opacity. "The problem is now exacerbated," writes the critic Kathrin Passig, "because even the existence of a lack of explanation is concealed.

We live in incredibly violent times. The domestic terrorism rate, international terrorism acts and violent crime rates are at historical highs. When a police situation gets exceptionally violent, a tactical team is called in. If there is going to be a shooting, it is usually done by them, although in the vast majority of cases they do not have to shoot. When they do, there is a tendency to blame the killing on the tactical team, though blaming them for having to use deadly force is like blaming a headache on the aspirin. The tactical team is the solution, not the problem. The NTOA has powerful data demonstrating that if not for these highly trained teams, the number of people killed in the line of duty would be vastly higher than it is.

Shockers take six months of training and still occasionally kill their users. Why did you implant them in the first place?” “Because you kidnapped me.” “That’s the stupidest thing I’ve ever heard.” “Mr. Rogan.” My voice frosted over. “What I put into my body is my business.” Okay, that didn’t sound right. I gave up and marched out the doors into the sunlight. That was so dumb. Sure, try your magic sex touch on me, what could happen? My whole body was still keyed up, wrapped up in want and anticipation. I had completely embarrassed myself. If I could fall through the floor, I would. “Nevada,” he said behind me. His voice rolled over me, tinted with command and enticing, promising things I really wanted. You’re a professional. Act like one. I gathered all of my will and made myself sound calm. “Yes?” He caught up with me. “We need to talk about this.” “There is nothing to discuss,” I told him. “My body had an involuntary response to your magic.” I nodded at the poster for Crash and Burn II on the wall of the mall, with Leif Magnusson flexing with two guns while wrapped in flames. “If Leif showed up in the middle of this parking lot, my body would have an involuntary response to his presence as well. It doesn’t mean I would act on it.” Mad Rogan gave Leif a dismissive glance and turned back to me. “They say admitting that you have a problem is the first step toward recovery.” He was changing his tactics. Not going to work. “You know what my problem is? My problem is a homicidal pyrokinetic Prime whom I have to bring back to his narcissistic family.” We crossed the road to the long parking lot. Grassy dividers punctuated by small trees sectioned the lot into lanes, and Mad Rogan had parked toward the end of the lane, by the exit ramp. “One school of thought says the best way to handle an issue like this is exposure therapy,” Mad Rogan said. “For example, if you’re terrified of snakes, repeated handling of them will cure it.” Aha. “I’m not handling your snake.” He grinned. “Baby, you couldn’t handle my snake.” It finally sank in. Mad Rogan, the Huracan, had just made a pass at me. After he casually almost strangled a woman in public. I texted to Bern, “Need pickup at Galeria IV.” Getting into Rogan’s car was out of the question.

I am going to share with you the very essential (yet very simple) philosophies, strategies, tactics, techniques, tips, and tricks that you need to know to successfully and quickly house-train as well as instill obedience in your GSD puppy – even if you receive your puppy earlier than the recommended 8-week earliest recommended safe age (as I did) for separation of a puppy from his/her mother and siblings. Understanding dog-psychology is simple and there are only a few essential (yet very simple) things that you need to understand – but you need to understand them well! The photojournal format makes it conducive to offer helpful tactics, techniques, tips, and tricks that can be accompanied by illustrative photos (when necessary) that are spread throughout the book.

From gun shows, where they openly promote their product by imploring customers to buy “while you still can,” to homegrown militias who apparently believe in their blessed little hearts that they, a group of overweight forty-and fifty-year-old men who have never even had Boy Scout–level training and can’t jog a mile, are the protectors of America, the Second Amendment has by far got to be the most countercultured of all the amendments. Obviously, there are groups that take the First Amendment very seriously, but it’s tough to imagine a group of soccer moms getting together on the weekends to discuss “tactics” on how to keep free speech alive and comparing notes on their sweet new semiautomatic megaphones they use to proudly shout about their rights at “free speech shows.

Training in de-escalation techniques is at the heart of such instruction. And, when you think about it, of all the skills a police officer needs—pursuit driving; traffic enforcement; responding to crimes in progress; crime scene protection; interviewing witnesses; interrogating suspects; the identification, collection and preservation of evidence; use of force, including lethal force; defensive tactics; arrest and control, and more—the mastery of de-escalation techniques is arguably the most valuable tool in a police officer’s tradecraft kit. At any given moment, in any given situation, the person a cop is dealing with—in crisis or not—can “escalate,” that is, become a danger to self or others. De-escalation is a literal lifesaver. And, today, it is the talk of the nation.

In Uprooting Racism, Paul Kivel makes a useful comparison between the rhetoric abusive men employ to justify beating up their girlfriends, wives, or children and the publicly traded justifications for widespread racism. He writes: During the first few years that I worked with men who are violent I was continually perplexed by their inability to see the effects of their actions and their ability to deny the violence they had done to their partners or children. I only slowly became aware of the complex set of tactics that men use to make violence against women invisible and to avoid taking responsibility for their actions. These tactics are listed below in the rough order that men employ them.… (1) Denial: “I didn’t hit her.” (2) Minimization: “It was only a slap.” (3) Blame: “She asked for it.” (4) Redefinition: “It was mutual combat.” (5) Unintentionality: “Things got out of hand.” (6) It’s over now: “I’ll never do it again.” (7) It’s only a few men: “Most men wouldn’t hurt a woman.” (8) Counterattack: “She controls everything.” (9) Competing victimization: “Everybody is against men.” Kivel goes on to detail the ways these nine tactics are used to excuse (or deny) institutionalized racism. Each of these tactics also has its police analogy, both as applied to individual cases and in regard to the general issue of police brutality. Here are a few examples: (1) Denial. “The professionalism and restraint … was nothing short of outstanding.” “America does not have a human-rights problem.” (2) Minimization. Injuries were “of a minor nature.” “Police use force infrequently.” (3) Blame. “This guy isn’t Mr. Innocent Citizen, either. Not by a long shot.” “They died because they were criminals.” (4) Redefinition. It was “mutual combat.” “Resisting arrest.” “The use of force is necessary to protect yourself.” (5) Unintentionality. “[O]fficers have no choice but to use deadly force against an assailant who is deliberately trying to kill them.…” (6) It’s over now. “We’re making changes.” “We will change our training; we will do everything in our power to make sure it never happens again.” (7) It’s only a few men. “A small proportion of officers are disproportionately involved in use-of-force incidents.” “Even if we determine that the officers were out of line … it is an aberration.” (8) Counterattack. “The only thing they understand is physical force and pain.” “People make complaints to get out of trouble.” (9) Competing victimization. The police are “in constant danger.” “[L]iberals are prejudiced against police, much as many white police are biased against Negroes.” The police are “the most downtrodden, oppressed, dislocated minority in America.” Another commonly invoked rationale for justifying police violence is: (10) The Hero Defense. “These guys are heroes.” “The police routinely do what the rest of us don’t: They risk their lives to keep the peace. For that selfless bravery, they deserve glory, laud and honor.” “[W]ithout the police … anarchy would be rife in this country, and the civilization now existing on this hemisphere would perish.” “[T]hey alone stand guard at the upstairs door of Hell.

For possession of a single bullet, Shaykh Farhan al-Sa‘di, an eighty-one-year-old rebel leader, was put to death in 1937. Under the martial law in force at the time, that single bullet was sufficient to merit capital punishment, particularly for an accomplished guerrilla fighter like al-Sa‘di.57 Well over a hundred such sentences of execution were handed down after summary trials by military tribunals, with many more Palestinians executed on the spot by British troops.58 Infuriated by rebels ambushing their convoys and blowing up their trains, the British resorted to tying Palestinian prisoners to the front of armored cars and locomotives to prevent rebel attack, a tactic they had pioneered in a futile effort to crush resistance of the Irish during their war of independence from 1919 to 1921.

It is not that modern people are less intelligent than their grandparents: only that, being busier, they are less careful. They must learn to take short cuts, skimming through the columns of a newspaper, flicking over the pages of a book or magazine, deciding at each new paragraph or page whether to read it either attentively or cursorily, or whether to let it go unread. There is a running commentary in the mind. For example, in reading a Life of Napoleon: ‘page 9 … yes, he is still talking about Napoleon’s childhood and the romantic scenery of Corsica … something about James Boswell and Corsican independence … tradition of banditry … now back to the family origins again … wait a minute … no … his mother … more about her … yes … French Revolution … page 24, more about the French Revolution … still more … page 31, not interested … ah … Chapter 2, now he’s at the military school … I can begin here … but oughtn’t to waste time over this early part … in the artillery, was he? … but when do we get to the Italian campaign?’ And even when the reader does get to the Italian compaign and settles down comfortably to the story, he seldom reads a sentence through, word by word. Usually, he takes it in either with a single comprehensive glance as he would a stream or a field of cows that he was passing in the train, or with a series of glances, four or five words to a glance. And unless he has some special reason for studying the narrative closely, or is in an unusually industrious mood, he will not trouble about any tactical and geographical niceties of the campaign that are not presented with lively emphasis and perfect clarity. And, more serious still from the author’s point of view, he will not stop when the eye is checked by some obscurity or fancifulness of language, but will leave the point unresolved and pass on. If there are many such obstructions he will skim over them until his eye alights on a clear passage again.

In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

We’ve all heard the phrase, “When seconds count the police are only minutes away.”  This is not a knock against the police.  Many officers are good friends of mine, and no police force can be everywhere—nor, in a free country, would we want them to be.  But calling the police almost never helps. Criminals, like predators in nature, do not attack when conditions favor the prey, when the sheepdog is alert beside the sheep.  Predators attack when the prey is vulnerable and unprotected.  In other words, when the cops can’t respond fast enough.  When an attack comes you probably won’t be standing in front of the police station.  You’ll be alone, or multi-tasking a busy life, or burdened (tactically speaking) with small children.  You could even be sound asleep.  Your attacker will choose that moment precisely because he thinks he can get away with it.  The mere thought of this is frightening.  And that’s a good thing.  Properly applied, a little bit of fear keeps us alert.  It is OK for children to live without fear.  Indeed, that is a top priority of every parent.  Adults, though, must see the world for what it is, both very good and very bad, and prepare for the worst so they can safely enjoy the best.     This book is about winning the legal battle, and leaves tactical training to others.  In no way does this imply, though, that your first priority shouldn’t be survival.  If you are in a fight for your life, for the life of your spouse or your children or your parents, you MUST win.  Period.  If you don’t win the physical fight, everything else becomes rather less pressing. The good news is that because we know how evil people target their prey we can use this knowledge against them.  Avoid looking weak and the bad guy will seek easier prey.  Stay alert and aware of your surroundings.  Project confidence.  Avoid places where you can get cornered, and make yourself look like more work than you’re worth.   Criminals are sometimes too stupid to know better, but that’s the exception.  They largely know the difference between easy and difficult victims. There’s more than enough easy prey for them.  If you look difficult they’ll move on.

I have a good friend, let’s call him Slim Berriss, who’s devised a schedule for himself that combines practical microdosing and pre-planned 1- to 2-day treks into deeper territory. For him, this blend provides a structured approach for increasing everyday well-being, developing empathy, and intensively exploring the “other.” Here is what it looks like: Microdosing of ibogaine hydrochloride twice weekly, on Mondays and Fridays. The dosage is 4 mg, or roughly 1/200 or less of the full ceremonial dosage at Slim’s bodyweight of 80 kg. He dislikes LSD and finds psilocybin in mushrooms hard to dose accurately. Woe unto he who “microdoses” and gets hit like a freight train while checking in luggage at an airport (poor Slim). The encapsulated ibogaine was gifted to him to solve this problem. Moderate dosing of psilocybin (2.2 to 3.5 g), as ground mushrooms in chocolate, once every 6 to 8 weeks. His highly individual experience falls somewhere in the 150 to 200 mcg description of LSD by Jim later in this piece. Slim is supervised by an experienced sitter. Higher-dose ayahuasca once every 3 to 6 months for 2 consecutive nights. The effects could be compared (though very different experiences) to 500+ mcg of LSD. Slim is supervised by 1 to 2 experienced sitters in a close-knit group of 4 to 6 people maximum. NOTE: In the 4 weeks prior to these sessions, he does not consume any ibogaine or psilocybin.

Unprecedented,” blared Foreign Policy and a host of other publications on what was being described as the Trump administration’s “assault” or “war” on the State Department. But for all the ways in which the developments were shocking, to describe them as unprecedented was simply not true. The Trump administration brought to a new extreme a trend that had, in fact, been gathering force since September 11, 2001. From Mogadishu to Damascus to Islamabad, the United States cast civilian dialogue to the side, replacing the tools of diplomacy with direct, tactical deals between our military and foreign forces. At home, White Houses filled with generals. The last of the diplomats, keepers of a fading discipline that has saved American lives and created structures that stabilized the world, often never made it into the room. Around the world, uniformed officers increasingly handled the negotiation, economic reconstruction, and infrastructure development for which we once had a devoted body of trained specialists. As a result, a different set of relationships has come to form the bedrock of American foreign policy. Where civilians are not empowered to negotiate, military-to-military dealings still flourish. America has changed whom it brings to the table, and, by extension, it has changed who sits at the other side. Foreign ministries are still there. But foreign militaries and militias often have the better seats.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

The Magic of Goulash “The trip down the aisle [on a bus or train, during his travels] was where all the stakes were. Because as I’m going down that aisle, I’ve got to look for an empty seat next to somebody who seems interesting. Somebody I can trust, somebody who might be able to trust me. The stakes are high because I know that at the end of that ride, wherever it was going, that person had to invite me to their home. Because I had no money to spend night after night in a hotel.” The clincher question Cal used to get free room and board around Europe as a poor traveler was: “Can you tell me: How do you make the perfect goulash?” He would purposefully sit down next to grandmas, who would then pour out their souls. After a few minutes of passionate pantomiming, people would come from around the train to help translate, no matter the country. Cal never had to worry about where he was spending the night. “During [one dinner party a grandma threw in Hungary to feed me goulash,] one of the neighbors says, ‘Have you ever tasted apricot brandy? Because nobody makes apricot brandy like my father. He lives a half an hour away. You’ve got to come to taste the apricot brandy.’ That weekend, we’re tasting apricot brandy, having a great time. Another party starts, another neighbor comes over to me. ‘Have you ever been to Kiskunhalas, the paprika capital of the world? You cannot leave Hungary without visiting Kiskunhalas.’ Now we’re off to Kiskunhalas. I’m telling you, a single question about goulash could get me 6 weeks of lodging and meals, and that’s how I got passed around the world. 10 years. 10 years.

Second, most of the officers in this study did not have experience as tactical officers, and the teams they formed had very limited practice time together. It is possible that, with practice and experience, the effects of a threat on the performance of the dumps observed here can be overcome. This is the essence of the habituation findings in the orienting response literature (Sokolov et al., 2002). A SWAT team that regularly practices may be able to overcome the natural tendency to orient on a threat and cover their respective areas, producing exposure times that are consistent with those produced by the slice (many SWAT officers that we have spoken to insist that this is the case); however, we would like to point out that this means conducting training specifically to overcome a natural instinct, and this process is likely to take considerable effort and time. In the case of patrol officers, who are likely to be the first on the scene during an active shooter event, the officers are unlikely to receive the amount of training that is needed to overcome these natural instincts. With these caveats in mind, we think it is clear that the slice is a better style of entry to teach to patrol officers during active shooter training. The structure of the slice does not attempt to overcome the officer’s natural tendencies. It allows these tactically less-experienced officers to deal with the problem in smaller pieces and provides the officers with more time to think through the situation. For these reasons, the specific entries tested in the other studies presented in this book are conducted using a slice style.

the greatest inspiration for institutional change in American law enforcement came on an airport tarmac in Jacksonville, Florida, on October 4, 1971. The United States was experiencing an epidemic of airline hijackings at the time; there were five in one three-day period in 1970. It was in that charged atmosphere that an unhinged man named George Giffe Jr. hijacked a chartered plane out of Nashville, Tennessee, planning to head to the Bahamas. By the time the incident was over, Giffe had murdered two hostages—his estranged wife and the pilot—and killed himself to boot. But this time the blame didn’t fall on the hijacker; instead, it fell squarely on the FBI. Two hostages had managed to convince Giffe to let them go on the tarmac in Jacksonville, where they’d stopped to refuel. But the agents had gotten impatient and shot out the engine. And that had pushed Giffe to the nuclear option. In fact, the blame placed on the FBI was so strong that when the pilot’s wife and Giffe’s daughter filed a wrongful death suit alleging FBI negligence, the courts agreed. In the landmark Downs v. United States decision of 1975, the U.S. Court of Appeals wrote that “there was a better suited alternative to protecting the hostages’ well-being,” and said that the FBI had turned “what had been a successful ‘waiting game,’ during which two persons safely left the plane, into a ‘shooting match’ that left three persons dead.” The court concluded that “a reasonable attempt at negotiations must be made prior to a tactical intervention.” The Downs hijacking case came to epitomize everything not to do in a crisis situation, and inspired the development of today’s theories, training, and techniques for hostage negotiations. Soon after the Giffe tragedy, the New York City Police Department (NYPD) became the first police force in the country to put together a dedicated team of specialists to design a process and handle crisis negotiations. The FBI and others followed. A new era of negotiation had begun. HEART

Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

Come on, show me what you got” Shelby said throwing a set of gear to wing before pulling on a pair of gloves herself “I'll try not to hurt you too badly” “how reassuring” Wing said pulling on his gloves he had been giving Shelby hand-to-hand combat training for some time back at H.I.V.E And what she lacked in technique she made up for in speed and cunning. “Bring it” Shelby said with a grin raising both gloves in a defensive stance and beckoning him towards her “It will be brought” Wing replied. He feinted to her left and she went to block as he simultaneously swung a low blow into her other side, carefully pulling his punch so that he just tapped her. “Two perhaps three broken ribs” Wing said matter of factly “maintain your guard” Shelby nodded and took a quick jab at his jaw which wing blocked effortlessly “Try not to look where you are striking you betray your intentions” They went on like that for a couple more minutes just as in their previous sparring sessions Wing noticed that once they began Shelby became totally focused. There were none of this smart comments or sarcasm that she'd normally used - she was suddenly deadly serious. “Broken job possible unconsciousness” Wing said calmly as he struck her passed her guard stopping his fist millimetres from her chin. “Oh my God” Shelby gasped suddenly, staring in shock at something over wings shoulder. He spun around, his guard raised. Shelby dropped low swinging her leg out, sweeping Wing's feet out from under him and sending him crashing to the floor. “Wounded pride, possible humiliation” Shelby said with a grin offering her hand to Wing and pulling him up off the floor. “and so ends today's lesson” she said pulling off her head guard. “an unconventional tactic” Wing said with a nod, taking off his own helmet. “but a successful one none the less” “ I kinda like unconventional tactics” Shelby said stepping towards him. “never underestimate the power of surprise” She grabbed the back of his neck and kissed him for a few long seconds. “what was that about maintaining your guard?” she said with a smile as she pulled away from him. “sometimes one should let ones guard down” Wing said staring at her for a moment before drawing her towards him and kissed her back. “Er...guys?” a familiar voice said causing Wing and Shelby to spring apart. “Dr Nero wants you to report to the briefing room” Wing winced slightly as he saw Nigel and Franz standing in the doorway. Nigel was looking pointedly at the floor and Franz was staring at him and Shelby, his mouth hanging open in surprise. “come on big guy - no rest for the wicked” Shelby said to Wing with a grin, taking his hand and dragging him out of the room past Nigel and the stunned looking Franz.

By the time Jessica Buchanan was kidnapped in Somalia on October 25, 2011, the twenty-four boys back in America who had been so young during the 1993 attack on the downed American aid support choppers in Mogadishu had since grown to manhood. Now they were between the ages of twenty-three and thirty-five, and each one had become determined to qualify for the elite U.S. Navy unit called DEVGRU. After enlisting in the U.S. Navy and undergoing their essential basic training, every one of them endured the challenges of BUDS (Basic Underwater Demolition/SEAL) training, where the happy goal is to become “drownproofed” via what amounts to repeated semidrowning, while also learning dozens of ways to deliver explosive death and demolition. This was only the starting point. Once qualification was over and the candidates were sworn in, three-fourths of the qualified Navy SEALS who tried to also qualify for DEVGRU dropped out. Those super-warriors were overcome by the challenges, regardless of their peak physical condition and being in the prime of their lives. This happened because of the intensity of the training. Long study and practice went into developing a program specifically designed to seek out and expose any individual’s weakest points. If the same ordeals were imposed on captured terrorists who were known to be guilty of killing innocent civilians, the officers in charge would get thrown in the brig. Still, no matter how many Herculean physical challenges are presented to a DEVGRU candidate, the brutal training is primarily mental. It reveals each soldier’s principal foe to be himself. His mortal fears and deepest survival instinct emerge time after time as the essential demons he must overcome. Each DEVGRU member must reach beyond mere proficiency at dealing death. He must become two fighters combined: one who is trained to a state of robotic muscle memory in specific dark skills, and a second who is fluidly adaptive, using an array of standard SEAL tactics. Only when he can live and work from within this state of mind will he be trusted to pursue black operations in every form of hostile environment. Therefore the minority candidate who passes into DEVGRU becomes a member of the “Tier One” Special Mission Unit. He will be assigned to reconnaissance or assault, but his greatest specialty will always be to remain lethal in spite of rapidly changing conditions. From the day he is accepted into that elite tribe, he embodies what is delicately called “preemptive and proactive counterterrorist operations.” Or as it might be more bluntly described: Hunt them down and kill them wherever they are - and is possible, blow up something. Each one of that small percentage who makes it through six months of well-intended but malicious torture emerges as a true human predator. If removing you from this world becomes his mission, your only hope of escaping a DEVGRU SEAL is to find a hiding place that isn’t on land, on the sea, or in the air.

The Lessons of the Past  Ancient strategists provide us with modes of thinking and practical guidance that we can use in the present.  First, any area, no matter how dominated by thoughtless effort, can be transformed by the application of tactics. Try to use special forces at special times and in special ways.  Second, understand that plans must change. Learn to recognize the fluid nature of reality and be aware that any strategy must constantly adapt to that reality. The most brilliant plans are those that spring into being in the action-response dynamic of the moment.  Third, preparation is the heart of strategic capability. Whether you’re running a household or a billion-dollar business, training, discipline, hard work, and sound planning are the foundations of strategic reserves, which are necessary for many kinds of maneuvers. If you have no reserves, you have no strategy.  Fourth, know your opponents. You can gain astonishing leverage if you know the preparations and capabilities of your opponents. A combination of surprise and superb tactical execution can allow you to defeat an opponent with twice your strength.  Fifth, be bold; seize your fortune. The greatest challenge in strategic thinking is getting started.

The Second Tactic which the enemy likes to use is to launch a direct frontal assault on us designed to draw our attention away from God and away from God’s Spirits.

Along with explosive and tactical training, our training on small arms began. The NCO instructors conducted the weapons training but they were not comfortable dealing with university students. Often tricky situations would arise. Two examples would illustrate the nature of the problem. In the Pakistan Army, soldiers of the East Bengal Regiment were taught their craft in Roman Urdu. The NCOs tried to teach us just as they were taught. They began with kholna-jorna (stripping and assembling). Our NCO instructor started the class by saying "Iss purza ko kehta hae..." (this part is known as ...) in Urdu. "Why are you speaking in Urdu?" we protested immediately. "Urdu is the army’s language!" "The Pakistan Army's language! This is the Bangladesh army! No Urdu here! And if you don't speak in Bangla we won’t listen to you!" we told him. The complaint reached the Subedar Major. He was not pleased with our 'mutiny' and said the Dacca University boys don’t listen to their ustad (teacher). "You have to listen to them," he told us. We told him the same thing; why was the NCO speaking to us in Urdu? "We are Bengalis. He is from Noakhali, and if he wants he can even speak in his dialect and we’ll try our best to understand, but no Urdu!" When the Subedar Major’s intervention didn’t work, the matter went up to Khaled Mosharraf who was greatly amused. "Shalara, they are such fools! It has not yet dawned on them that they no longer have to speak in Urdu!" he said, laughing. He immediately issued an order: Henceforth there would be no more communication in Urdu.

huggers and the politicians in Washington. Still others posted links to gun dealer sites and local gun ranges providing training on tactical fire and maneuver techniques used by the military.

A woman must have a thorough knowledge of music, singing, drawing, dancing, and the modern languages; she must be well trained in the fighting styles of the Kyoto masters and the modern tactics and weaponry of Europe. And besides all this, she must possess a certain something in her air and manner of walking, the tone of her voice, her address and expressions, or the word will be but half-deserved. All this she must possess, and to all this she must yet add something more substantial, in the improvement of her mind by extensive reading, meditation, and Oriental discipline.

The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute.

Personnel in the tactical arena should be thick skinned and ready for direct and frank feedback.

Choose tactics that are simple and safe to execute and will ensure the greatest chance of survival for your men. We do a dangerous job, and the team needs to understand this.

You need to be technically and tactically proficient with all your weapon systems and set the standard for the newbie on the team. They should aspire to be like you one day. If you live the example, you set the stage for success. You also take away all the excuses, should anyone want to fall back on one.

The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute. If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

Adam became an expert, able to navigate through the different war zones, killing everything in his path with relative ease. Moving from scene to scene, the skill of quickly reloading before his magazine emptied was vital to acquiring the most kills in the shortest amount of time. Through repetitive play of Call of Duty, Adam learned how to load the second cartridge in a single fluid motion before the first was emptied by ejecting the magazine with the hand holding the weapon while drawing a new magazine from its place using his fourth and fifth fingers, and inserting a fresh magazine with the thumb and index finger. That skill, called the “tactical reload,” had previously been available only to law enforcement or for military training. Call

Any position you find yourself in can be considered a guard if you understand its tactical and technical properties. Slavishly copying a position from the treatise is useless unless you have some idea of what the position is for, what openings it leaves and what strengths it possesses.

Nine Principles Never have a wicked heart. Train not by thought, but by practice. Learn a wide variety of arts and skills, and do not fix on only one. Know not only your own techniques but also those of many others. Find out rationally what is an advantage and what is a disadvantage. Foster an intuitive ability to judge all things. Feel an essence that you cannot see on the surface. Pay attention to the very smallest of phenomena. (Everything takes its own course, and sometimes we get unexpected results.) Do nothing in vain, for the energy and time we have is limited.

Ironically, the organization modeled itself on the Communist Party. Stealth and subterfuge were endemic. Membership was kept secret. Fighting “dirty” was justified internally, as necessary to combat the imputed treacherousness of the enemy. Welch “explicitly sought to use the same methods” he attributed to the Communists, “manipulation, deceit, and even dishonesty,” recalled diZerega, who attended Birch Society meetings in Wichita in his youth. One ploy the group used, he said, was to set up phony front groups “pretending to be other than what they were.” An alphabet soup of secretly connected organizations sprang up, with acronyms like TRAIN (To Restore American Independence Now) and TACT (Truth About Civil Turmoil). Another tactic was to wrap the group’s radical vision in mundane and unthreatening slogans that sound familiar today, such as “less government, more responsibility.” One of Welch’s favorite tropes, decrying “collectivism,” would cause some head-scratching more than fifty years later when it was echoed by Charles Koch in a 2014 diatribe in The Wall Street Journal denouncing his Democratic critics as “collectivists.

The united front was a development of a new tactical line by the Communist International in 1935. This new tactical line was developed at the seventh world congress of the Communist International in Moscow in 1935. Georgi Dimitrov, general secretary of the Communist International, presented this new tactical line to the seventh world congress. Now, the essence of it was to infiltrate churches, trade unions and all other organizations through the process of involving them into a so-called united front on the basis of a program presented to them by the Communist Party. Now, the united front was a coalition or an alliance of the church, trade unions, farm and youth and women’s organizations of the Communist Party, under Communist Party leadership and for the promulgation of the Communist Party program. It was a step in the formation of a people’s front government, which of course is a form of transition to proletarian revolution and the seizure of power in a given country. As Dimitrov said, the united front is useful, but the final salvation is in a socialist revolution. The united front is used for revolutionary training of the masses.

Basic Tenets for Strength “Strength is the mother quality of all physical qualities.” “Strength is a skill, and, as such, it must be practiced.” “Lift heavy, not hard.” “Anything more than 5 reps is bodybuilding. . . . If you want to be strong, you want to keep your reps at 5 and under.” “If you are training for strength, you want to try and avoid the burn altogether. The burn is your enemy.” “Training is something that should be enjoyed.

There are four basic elements to soldiering: training, logistics, strategy, and tactics. Of these, the first is the only one you can do— that is, with even moderate success— without the aid of intelligence. There’s more than one way to gather intelligence, but scouting is surely the most fundamental and immediate. Particularly in a foreign land.

Tactical Consideration in Strikes and Kicks Used in Attack and Defense When you have enough time to identify a dangerous scenario before it starts, the primary attacks are kicks and secondary attacks are punches. In the short range it is faster to reach with a punch than to shift the body’s weight up for a kick. In the long range it is faster to leap one step and lift the leg for a kick instead of leaping two steps. Therefore in the long range, kicks are considered to be primary attacks. If you block a fake kick, attack at the same time. If your opponent tries to punch you, he would not succeed since he would have closed a two-step gap before reaching you while you were moving to block his kick as he started to move. Since he initially planned to lunge two steps forward to close the gap, he would not expect you to meet him halfway and it would break his train of thought. Another tactical move would be to move forward and close the gap without immediately attacking, and waiting for the opponent to attack first so that you could follow with a block and counterattack. However, your opponent could preemptively kick as you try to move in. Krav Maga defense techniques are designed to automatically counter a kick with a follow-up hand strike. First, the right hand goes to the left shoulder before it strikes, therefore catching the outside of the forearm in any such possible attack. During training and practice of that particular defense, the student should practice the defense with all the possible follow-up scenarios as well. Reaction Time Consideration Remember that you are a human being and your skeleton is designed for use in a unique way. If you try to crawl like a snake, or walk like a monkey, you will never reach the speed and balance of your natural movement. Therefore as a Krav Maga fighter you have the upper hand. If a martial artist attempts to get into a particular stance, or makes an opening statement with a few threatening moves and screams, or tries to fake an attack, you should know by now that he is wasting his energy and attacks and you should really react to his initial standing position when he is about to close the range, or preemptively attack if you think he is serious about hurting you. At times ignoring a person at the right time but yet being ready to counter him with the right timing will discourage a bully through the messages your body and actions deliver. From a distance, you can see that his closest limb, according to the striking distance, is what you should be concerned about. Follow your training and counterattack by blocking only the closest limb. If he fakes his first move, it should not be a great concern. While he is doing this, you should block the fake attack and counterattack him at the same time. He should never be able to get to his second planned attack.

After their first initiation, for example, boys or teens might be charged with assisting the warriors in the next higher age-grade. Under the command of the senior age-set, warriors often train together and get tasked with tribal defense or tactical raiding. After graduating from the warrior grade, men in their 30s typically attain the privilege of taking a wife and starting a family. Years later, fathers and grandfathers get initiated into a senior level, where they gain political authority as part of a council of elders who make decisions for the entire organization.51

A common excuse of ability that organizations use is the suggestion that those in positions to respond were not prepared through education and training. “If we knew then what we know now, of course we would have responded with care and competence.” Typically, the reason they are receiving such information to begin with is that others view them as able to respond intelligently, or at least to have the wisdom to defer decision making to those who can. Once an organization assumes the responsibility that comes with being in charge, they assume the obligation to make sure they are adequately equipped to exercise their authority. Insufficient training or lack of foresight is not an acceptable excuse for leaders charged with the duty to protect the organization’s members.

First we figure out the strategy of how to be okay, then we figure out the tactics of how to make it happen. Strategy and tactics—that’s military training. In essence, we are at war with the world.

Discipline starts every day when the first alarm clock goes off in the morning. I say “first alarm clock” because I have three, as I was taught by one of the most feared and respected instructors in SEAL training: one electric, one battery powered, one windup. That way, there is no excuse for not getting out of bed, especially with all that rests on that decisive moment. The moment the alarm goes off is the first test; it sets the tone for the rest of the day. The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life. I learned in SEAL training that if I wanted any extra time to study the academic material we were given, prepare our room and my uniforms for an inspection, or just stretch out aching muscles, I had to make that time because it did not exist on the written schedule. When I checked into my first SEAL Team, that practice continued. If I wanted extra time to work on my gear, clean my weapons, study tactics or new technology, I needed to make that time. The only way you could make time, was to get up early. That took discipline.

I adored my best friend. Reyna Vargas was the most genuine, kindhearted person I’d ever met. I’d felt an urgent need to take her under my wing the first day she joined our school at the start of senior year. She was so soft-spoken and delicate that she would need protection if she was going to survive the hallways of Xavier Catholic School, where privilege was the backbone of the curriculum and the air itself was infused with the fresh leather scent of entitlement. The kids at my school were carbon copies of their CEO fathers and corporate counsel mothers. They’d been trained since birth to smell blood in the water from a mile away. Xavier bullies could teach the CIA innovative new torture tactics. Reyna had been a brand-new shiny target in a plaid pleated skirt until I took her in my arms and claimed her. No one at school had dared touch her after that.

Despite the chaos, our family had a solid routine. Weekends were spent at the cabin where we enjoyed the quiet. A few times a week, Raven and Lark trained at Big Bob’s. My kids and I cawed for mommy during games. Once a week, we dropped by Cooper’s new house to add to his chaos. At least twice a week, we lived at the bowling alley. All the kids loved the game and River was quite talented like his pop. Our youngest Nevaeh even enjoyed bowling before she was born. Every time we were at the alley, the baby would kick the hell out of Raven. My woman responded by eating nachos. While I never understood the plan behind dosing our unborn kid with cheese, who was I to question her tactics?

So, when do you go on your first raid?" James asked changing the topic, and easing the tension. Sixteen-year-olds at the academy started going on raids with the military to train them on real tactics for taking down and capturing antigovernment, and undesirable subhuman life forms.   "Two days. I can't wait to put a beat down on these antigovernment, anti-people, anti-democratic freaks," Breyden's smile changed to clenched teeth at the mere thought of anyone trying to destroy the society in which they lived.

The paradoxical confusion is not usually over the New Testament writer’s awareness of spiritual warfare, but rather over the relative silence of the Evangelical church in North America about it, despite Scripture’s testimony to its reality. Why are so many Evangelical church leaders so hesitant to talk about this topic publicly? Why so hesitant to train people to distinguish between the various tactics and warfare strategies of the world, the flesh, and the devil? The short answer is fear. We fear the unknown, and we fear potential theological associations with groups or individuals who abuse this subject.

EO promoted itself as providing five key services to clients: strategic and tactical military advisory services; an array of sophisticated military training packages in land, sea, and air warfare; peacekeeping or “persuasion” services; advice to armed forces on weapons selection and acquisition; and paramilitary services.

Now the equipment, organization, and tactics of an army were not achieved overnight: one must allow for a period of transition before a large mass of men could be trained to operate under unified command. Until towns arose and population was sufficiently concentrated, the prelude to war was an organized but one-sided display of power and bellicosity in raiding expeditions for wood, malachite, gold, slaves.

As cops we often cry loudly about the lack of training in our profession (I am guilty of it myself). However while we complain and whine about the seemingly lack of interest in ongoing training we also miss the opportunities to train and learn from the everyday lessons available to us. Those lessons that come from every call we respond to and every shift we work. The uses of training tools such as; tactical decision games and after action reviews still are rare occurrences in our profession and seemingly only used when some catastrophic or unconventional crisis has occurred i.e. a cop killed in the line of duty or a deadly force scenario that leaves the public calling for an explanation. We should be doing more to harness the wisdom of the street cop and what he learns from each and every day on each and every shift. The shift debriefing is a training tool we can and should utilize to develop full spectrum cops capable of making sound decisions and employing sound tactics to resolve crisis situations and record and report them accurately in the aftermath.

In the case of the entry styles examined here, there are clear cognitive processes in operation. Officers will naturally orient on threats. They will also tend to experience acute stress response (ASR). ASR frequently produces a variety of perceptual distortions including tunnel vision and audio exclusion. The styles of entry can be considered to be the environmental structures. While it may be possible to conduct enough training to overcome the cognitive limitations of the officers (this is the point of much tactical training; Friedland & Keinan, 1992), it is easier to alter the entry style (i.e., structure of the environment) to one that is better adapted to the situation. This approach has also been suggested in other policing situations, such as how investigators can better detect deception (Blair, Levine, Reimer, & McCluskey, 2012). We now turn to discussing the specific entry techniques that dictate exactly where the officers go when they enter the room.