The Office Initiation Quotes

Officially, the New Testament church at an early stage took seriously their responsibility for widows who lacked family or other resources. The office of deacon was instituted initially to address this pressing need.

Tell me what to do, not how to do it.' Decentralize command and allow subordinates to operate freely within the framework of the commander's intent. Train them as a team. Develop trust, loyalty, initiative.

A public official must understand from his first day in office that any show of initiative will signal the end of his career because he isn't there to be meritorious but to reach his level of incompetence with dignity.

Recently I interviewed a psychopath. This is always a humbling experience because it teaches over and over how much of human motivation and experience is outside my narrow range. Despite the psychopath's lack of conscience and lack of empathy for others, he is inevitably better at fooling people than any other type of offender. I suppose conscience just slows you down. A child convicted molester, this particular one made friends with a correctional officer who invited him to live in his home after he was released - despite the fact the officer had a nine-year-old daughter. The officer and his wife were so taken with the offender that, after the offender lived with them for a few months, they initiated adoption proceedings- adoption for a man almost their age. Of course, he was a child molester living in the same house as a child. Not surprisingly, he molested the daughter the entire time he lived there. [...] What these experiences taught have me is that even when people are warned of a previously founded case of even a conviction, they still routinely underestimate the pathology with which they are dealing.

Principle number one: Let the person say what he wants as long as he does what you say. I even tell cops that. I say, “Let them chip at you as long as they’re cooperating with you. What do you care what they say? Your attitude should be ‘Say what you want, but do as I say!’” The only time this would not work is when the words the citizen uses serve only to inflate him with adrenaline, making him or his companions more of a problem. The officer has to carefully watch a person’s body language to see when he might explode from his own initiative. It’s important to intervene before these situations get out of hand.

I prefer Ms. because it is similar to Mr. A man is Mr. whether married or not, a woman is Ms. whether married or not. So please teach Chizalum that in a truly just society, women should not be expected to make marriage-based changes that men are not expected to make. Here’s a nifty solution: Each couple that marries should take on an entirely new surname, chosen however they want as long as both agree to it, so that a day after the wedding, both husband and wife can hold hands and joyfully journey off to the municipal offices to change their passports, driver’s licenses, signatures, initials, bank accounts, etc.

It’s striking that so many of the great economic initiatives of the Clinton presidency led eventually to catastrophe. But what really makes this story poisonous is that liberals by and large convinced themselves for many years that nothing had gone wrong at all. Everything Clinton’s team had done was an act of professional-class consensus. Because most of the fuses lit by Clinton and Co. didn’t actually detonate until after he had left office—and by then some science-denying Republican was in the Oval Office—they found it easy to absolve the Democrat from blame.

(Currently, we count ourselves fortunate to have functional toilets. I don’t know what your living conditions are at Lattimore—tidy and sterile, I suspect—but here, given a construction project initiated on behalf of our Economics faculty, who Must Be Kept Comfortable at All Times, we are alternately frozen and nearly smoked, via pestilent fumes, out of our building. Between the construction dust and the radiators emitting erratic bursts of steam heat, the intrepid faculty members who have remained in their offices over the winter break are humid with sweat and dusted with ash and resemble two-legged cutlets dredged in flour.)

When I came back from lunch and found out you'd been reassigned to Nick, I went up to be certain that you were doing all right. Mary told me that you'd just gone into Nick's office, so I opened the door and looked in to see if you needed rescuing. There you were-smiling angelically at him while you gave him messages from other women and turned down his offer of an 'affair.'" Resting his head against the back of his chair, Jim closed his eyes and laughed. "Oh Lauren, you were magnificent! I was just about to leave when you pushed him too far and told him you'd call him when your daughter was of age, so that he could, er, initiate her,as I gather he initiated you?

I was surprised to find such an overwhelming preponderance of nervous wrecks who cracked under the initial "strain." There is a great deal of stupidity in the management of this place. The petty officers etc. are all fat buttocked Marine sergeants with loud voices. They talk a lot about order and discipline but the administrative and ordering sections are the most confused, contradictory, undisciplined and disorderly crowd I've ever met with and the atmosphere breathes lack of definition and fosters anxiety.

If diversity and inclusion initiatives are approached as a form of charity, it will result in some people benefiting at the expense of others. Instead, diversity and inclusion should be approached as a way to expand capacity and as a hedge against risk. If you look at nature, that’s what diversity does… expand capacity and hedge against risk.

Although upon reflection, Jole wasn’t sure of the advisability of introducing a keen young officer to Vorkosigan notions of initiative. Metaphors about fighting fire with gasoline rose to his mind.

From Slim to Fulford—both promoted to four-star general—came the same message: at the executive level, your job is to reward initiative in your junior officers and NCOs and facilitate their success.

The average person walks into their doctor's office ready to accept whatever is said and handed to them. Without taking time to research or gain more insight, they accept pills and treatment without looking into other options. Our nation overeats. We put toxic fake food into our bodies, but wonder why we're sick. We continue a vicious cycle of consuming the wrong foods and drinks along with a stressful lifestyle, yet question why cancer is so rampant. Most of our society live in fear and believe they have no control. My positive message is that we do have control. We need to take back ownership of our bodies and minds. Don't blindly fill prescriptions without first checking into potential side effects, adverse reactions, and long-term damage to your body and mind. Be conscious of what you are consuming. Be informed. Take the initiative to gain more knowledge. Understand your options so you may be in a better position to make an informed choice.

The poor could never rise to the top of Roman politics; the common people could never seize the political initiative; and it was axiomatic that the richer an individual citizen was, the more political weight he should have. But this form of disequilibrium is familiar in many modern so-called democracies: at Rome too the wealthy and privileged competed for political office and political power that could only be granted by popular election and by the favour of ordinary people who would never have the financial means to stand themselves.

Well, we actually never went around. We worked together, struggled through the corporate maze, shared our dreams, and, somewhere along the way, we came closer to each other. At the end, we touched each other’s heart. The impact was profound, much more than I thought it was initially.

Anger over Garner’s death is understandable. No one should die for selling untaxed cigarettes or even for resisting arrest, though the officers certainly did not intend to kill Garner, and a takedown may be justified when a suspect resists. Protests initially centered on the officer’s seeming use of a choke-hold, which is banned by NYPD policy. But critics of the NYPD expanded the campaign against the police to include misdemeanor enforcement itself. This is pure opportunism. There is no connection between the theory and practice of quality-of-life enforcement, on the one hand, and Garner’s death, on the other. It was Garner’s resistance to arrest that triggered the events leading to his death, however disproportionate that outcome, not the policing of illegal cigarette sales. Suspects resist arrest for all sorts of crimes. The only way to prevent the remote possibility of death following an attempted arrest, beyond eliminating the use of choke-holds (if that is indeed what caused Garner’s heart attack), is to make no arrests at all, even for felonies.

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I’ve said this earlier but it’s worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, “I hope you will let it go,” about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to almost be darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

But “Inquisition” can also mean a new kind of legal process that, when the pope introduced it in the thirteenth century, was one of the greatest leaps forward in legal history. Among its innovations was the office of state prosecutor. Investigations were now initiated by this office, and not—as had previously been the case—purely on the grounds of an accusation.

With this warning, Mussolini demanded and was given authority to do just about whatever he wanted; but his initial priority, surprisingly, was good government. He knew that citizens were fed up with a bureaucracy that seemed to grow bigger and less efficient each year, so he insisted on daily roll calls in ministry offices and berated employees for arriving late to work or taking long lunches. He initiated a campaign to drenare la palude (“drain the swamp”) by firing more than 35,000 civil servants. He repurposed Fascist gangs to safeguard rail cargo from thieves. He allocated money to build bridges, roads, telephone exchanges, and giant aqueducts that brought water to arid regions. He gave Italy an eight-hour workday, codified insurance benefits for the elderly and disabled, funded prenatal health care clinics, established seventeen hundred summer camps for children, and dealt the Mafia a blow by suspending the jury system and short-circuiting due process. With no jury members to threaten and judges answerable directly to the state, the courts were as incorruptible as they were docile. Contrary to legend, the dictator didn’t quite succeed in making the trains run on time, but he earned bravos for trying.

The CIA plan to capture bin Laden also had to accommodate another layer of American law governing covert action: the presidential ban on assassination by the CIA or its agents, a ban initiated by President Gerald R. Ford in 1976 and renewed by Reagan in the same Executive Order 12333. To comply with this part of the law, when they met with their agents to develop their plan, the CIA officers had to make clear that the effort to capture bin Laden could not turn into an assassination hit. The Afghans had to try to take bin Laden alive. CIA officers were assigned to sit down with the team leaders to make it as clear as possible. “I want to reinforce this with you,” station chief Gary Schroen told the Afghans, as he later described the meeting in cables to Langley and Washington. “You are to capture him alive.”9

Rituals are central to virtually all of our social institutions. Think of a judge waving a gavel or a new president taking an oath of office," he writes. They are held by militaries, governments and corporations, in initiation ceremonies, parades, and costly displays of commitment. They are used by athletes who always wear the same socks in important games, and by gamblers who kiss the dice or cling on to lucky charms when the stakes are high.

In a rational state it would be more appropriate to ensure that a cobbler passed an examination than an executive civil servant; because shoe-making is a craft in the absence of which it is still possible to be a good citizen and a man in society. But the necessary 'knowledge of the state' is a precondition in the absence of which one lives outside the state, cut off from the air one breathes and from oneself. Thus the 'examination' is nothing but a Masonic initiation, the legal recognition of the knowledge of citizenship, the acknowledgement of a privilege. This 'link' between the 'individual' and his 'office', this objective bond between the knowledge of civil society and the knowledge of the state, namely the examination, is nothing but the bureaucratic baptism of knowledge, the official recognition of the transubstantiation of profane knowledge into sacred knowledge (it is plain that in every examination the examiner is omniscient). It is not recorded that Greek and Roman statesmen ever took examinations. But then what is a Roman statesman compared to a Prussian civil servant!

Truman repeatedly stressed the unique nature of the American presidency. He called it the greatest office ever created by the mind of man. In the Truman Presidential Library, only a few blocks from his house, he had ordered an inscription to be prominently displayed, listing the six tasks of the president. He was commander-in-chief of the armed forces, leader of his political party, initiator of legislation, maker of foreign policy, the head of state and the chief executive, responsible for seeing that the laws passed by Congress were respected and obeyed.

Under such a system, how do you avoid mistakes? You don’t entirely. Mission-type orders and a “zero-defects mentality” are contradictory. Several years ago, a member of Congress told a German Army colonel that he wanted to organize his Congressional office on the basis of mission-type orders. The colonel replied, “That is very good, but I hope you realize it means allowing your staff to make mistakes.” A maneuver warfare military believes it is better to have high levels of initiative among subordinate officers, with a resultant rapid Boyd Cycle, even if the price is some mistakes.

Why are you stopping people in places where there’s no crime?” Weisburd says. “That doesn’t make sense to me.” Sherman is just as horrified. “At that hour of the day in that location, stopping [Sandra Bland] for changing lanes is not justifiable,” he said. Even during the initial Kansas City gun experiment—in a neighborhood a hundred times worse than Prairie View—Sherman said that the special police officers made their stops solely at night. That’s the only time of day when the crime rate was high enough to justify aggressive policing. Sandra Bland was pulled over in the middle of the afternoon.

So what are people actually referring to when they talk about "deregulation"? In ordinary usage, the word seems to mean "changing the regulatory structure in a way that I like." In practice this can refer to almost anything. In the case of airlines or telecommunications in the seventies and eighties, it meant changing the system of regulation from one that encouraged a few large firms to one that fostered carefully supervised competition between midsize firms. In the case of banking, "deregulation" has usually meant exactly the opposite: moving away from a situation of managed competition between mid-sized firms to one where a handful of financial conglomerates are allowed to completely dominate the market. This is what makes the term so handy. Simply by labeling a new regulatory measure "deregulation," you can frame it in the public mind as a way to reduce bureaucracy and set individual initiative free, even if the result is a fivefold increase in the actual number of forms to be filled in, reports to be filed, rules and regulations for lawyers to interpret, and officious people in offices whose entire job seems to be to provide convoluted explanations for why you're not allowed to do things. (p. 17)

Wallace would never realize his political ambitions, but he would certainly play a part in seeing that Johnson realized his. After the assassination of President Kennedy, a fingerprint was found on a cardboard box in the sniper’s nest on the sixth floor of the Texas School Book Depository. It could not be linked with Oswald, any other employee of the Texas School Book Depository, or any law enforcement officer who had handled the box. Wallace’s print from his previous conviction and the one found on the box were a match, according to fingerprint expert A. Nathan Darby, former head of Austin’s police identification unit. Darby was the most experienced certified latent print examiner in America, with more than thirty-five years of military forensic and police experience. An initial comparison found a match between the two prints on fourteen unique points while Darby ultimately ascertained that the two prints had thirty-two matching points,65 far exceeding the requirement for identification and conviction. “I’m positive,” said Darby. “The finger that made the ink print also made the latent print. It’s a match.” In comparison, “the Dallas police found only three partial fingerprints of Oswald on only two of the boxes in the area.”66

Many a tale of inguldgent parenthood illustrates the antique idea that when the roles of life are assumed by the improperly initiated, chaos supervenes. When the child outgrows the popular idyle of the mother breast and turns to face the world of specialized adult action, it passes, spiritually, into the sphere of the father-who becomes for his son, the sign of the future task, and for his daughter, the future husband. Whether he knows it or not, and no matter what his position in society, the father is the initiating priest through whom the young being passes on into the larger world. And just as, formerly, the mother represented the good and evil, so does now the father, but with this complication - that there is a new element of rivalry in the picture: the son against the father for the mastery of the universe, and the daughter against the mother to be the mastered world. The traditional idea of initiation combines an introduction of the candidate into the techniques, duties, and prerogatives of his vocation with a radical readjustment of his emotional relationship to the parental images. The mystagogue is to entrust the symbols of office only to a son who has been effectually purged of all inappropriate infantile cathexes-for whom the just, impersonal exercise of the powers will not be rendered impossible by unconscious motives of self-aggrandizement, personal preference, or resentment. Ideally, the invested one has been divested of his mere humanity and is representative of an impersonal cosmic force. He is the twice-born: he has become himself the father. And he is competent consequently now to enact himself the role of the initiator, the guide, the sun door, through whom one may pass from infantile illusions of good and evil to an experience of the majesty of cosmic law, purged of hope and fear, and at peace in understanding the revelation of being.

Long live the shameful peace,’ was Jean Cocteau’s pithy summation of the views of many. It was due to this that France could initially be held down by as few as 30,000 German troops in 1941.75 During the first eighteen months of the Occupation, no Germans were deliberately killed by any French in Paris, and only one French patriotic demonstration was held, during which all of the one hundred people involved were arrested. Everything reopened, except of course the Assemblée Nationale, whose building had been converted into German administrative offices with a huge banner hanging from it proclaiming Germany’s victories ‘on all fronts’.

The office of Gender is solely that of creating, producing, generating, etc., and its manifestations are visible on every plane of phenomena. It is somewhat difficult to produce proofs of this along scientific lines, for the reason that science has not as yet recognized this Principle as of universal application. But still some proofs are forthcoming from scientific sources. In the first place, we find a distinct manifestation of the Principle of Gender among the corpuscles, ions, or electrons, which constitute the basis of Matter as science now knows the latter, and which by forming certain combinations form the Atom, which until lately was regarded as final and indivisible.

When Lauren returned from lunch there were two dozen breathtakingly gorgeous red roses in a vase on her desk. She removed the card from its envelope and stared at it in blank amazement. On it was written "Thank you, sweetheart," followed by the initial J. When Lauren looked up,Nick was standing in the doorway,his shoulder casually propped against the frame. But there was nothing casual about the rigid set of his jaw or the freezing look in his gray eyes. "From a secret admirer?" he asked sarcastically. It was the first personal comment he had addressed to her in four days. "Not a secret admirer exactly," she hedged. "Who is he?" Lauren tensed. He seemed so angry she didn't think it would be wise to mention Jim's name. "I'm not absolutely certain." "You aren't absolutely certain?" he bit out. "How many men with the inital J are you seeing? How many of them think you're worth more than a hundred dollars in roses as a way of saying thank you?" "A hundred dollars?" Lauren repeated, so appalled at the expense that she completely overlooked the fact that Nick had obviously opened the envelope and read the card. "You must be getting better at it," he mocked crudely. Inwardly Lauren flinched, but she lifted her chin. "I have much better teachers now!" With an icy glance that raked her from head to toe,Nick turned on his heel and strode back into his office. For the rest of the day he left her completely alone.

Overall, Zinni’s rules read like an updating of how to apply the Marine Corps culture to today’s conflicts: Stay loose. Stay focused. Keep it simple. And be honest. Similar messages can be heard in many parts of the Corps, wherever there are good officers willing to seize the initiative—that is, who care more about their mission and their Marines than they do about their careers. This is how Major Davis at the Drill Instructors School summarizes the Marine Corps way of doing business: “Concentrate on doing a single task as simply as you can, execute it flawlessly, take care of your people, and go home.”That doesn’t leave a lot of room for the “doctrine”that the Army so loves to write and cite. But those four steps offer an efficient way to run any organization.

Original Statement by Hunger Strikers to Psychiatric Association, National Alliance for the Mentally Ill and the U.S. Office of the Surgeon General 1. A Hunger Strike to Challenge International Domination by Biopsychiatry. This fast is about human rights in mental health. The psychiatric pharmaceutical complex is heedless of its oath to “first do no harm.” Psychiatrists are able with impunity to: Incarcerate citizens who have committed crimes against neither persons nor property. Impose diagnostic labels on people that stigmatize and defame them. Induce proven neurological damage by force and coercion with powerful psychotropic drugs. Stimulate violence and suicide with drugs promoted as able to control these activities. Destroy brain cells and memories with an increasing use of electroshock (also known as electro-convulsive therapy). Employ restraint and solitary confinement—which frequently cause severe emotional trauma, humiliation, physical harm, and even death—in preference to patience and understanding. Humiliate individuals already damaged by traumatizing assaults to their self-esteem. These human rights violations and crimes against human decency must end. While the history of psychiatry offers little hope that change will arrive quickly, initial steps can and must be taken. At the very least, the public has the right to know IMMEDIATELY the evidence upon which psychiatry bases its spurious claims and treatments, and upon which it has gained and betrayed the trust and confidence of the courts, the media, and the public.21

At least initially, the relationship took on a nineteenth-century epistolatory quality. The only way they could stay in touch was by letter. In 1991, while South Korea was becoming the world's largest exporter of mobile telephones, few North Koreans had ever used a telephone. You had to go to a post office to make a phone call. But even writing a letter was not a simple undertaking. Writing paper was scarce. People would write in the margins of newspapers. The paper in the state stores was made of corn husk and would crumble easily if you scratched too hard. Mi-ran had to beg her mother for the money to buy a few sheets of imported paper. Rough drafts were out of the question; paper was too precious. The distance from Pyongyang to Chongjin was only 250 miles, but letters took up to a month to be delivered.

With his tongue between his teeth, Officer Wally cocked his weapon and took aim. BANG! Mario felt the bullet enter his left foot, but carried on running undeterred. In place of screams, there was laughter. The golden ecstasy supplied by the drug was at its peak. It wouldn’t be long now; he could feel it. BANG! The second bullet caught him in his right foot, yet he dared not stop. It was near now, so near... BANG! “He missed,” Mario thought initially, but as he brought his hands to his lips, he tasted iron. Both his palms were bleeding profusely, and so were his feet. He laughed once again – head spinning, heart dancing, mind burdened by his search for meaning – his wet eyes on the velvet sky. The clouds were clearing. ‘The spear!’ he shouted to the heavens above. ‘Don’t forget the spear!’ It happened faster than any pair of eyes could capture it: the fourth bullet cut through the air with a tangible screech, and the nearby building exploded into applause. Like a marionette whose strings had been cut, Mario Fantoccio fell theatrically, the wound at his side painting the cobbles in Marsmeyer’s No.4 vermillion red. The ground beneath him split down the middle, and from the depths of asphalt, he heard music. It was the Music of Strings, of Celestial Spheres – an underworld rhapsody with dark aftertones, gushing out of the earth like puss from a wound. It was alluring, resplendent and at the same time, terrifying. Demonic and eternal, devastating and yet hypnotizing, the Sounds of Hell beckoned, and like an obedient child, Mario followed, sinking deeper and deeper into the Underworld. In a perfect moment of synchronicity, the orange sun of dusk broke through the rainclouds and cast a single beam of sunlight upon Mario’s forehead. He closed his eyes, his mind at ease, his head full of Music. The cobbles trembled under the approaching sound of footsteps. ‘Where is he? Where did he go?’ said the pursuing man. ‘H-he just vanished, sarge. In-into thin air!’ ‘Don’t be silly, Wally. People don’t just vanish into thin air. I know I got him. Heaven preserve me, I got him four times!’ ‘Yes, sarge.’ ‘What’s this now?’ ‘Rather looks like our man, sarge. Or at least, his rough outline filled out in blood. Well, except—’ ‘—except this one’s got wings,’ said the sergeant, his knees cracking as he crouched. He cautiously prodded the red shape with his index. ‘This ain’t blood, either.’ ‘Sir?’ The sergeant shoved the finger in his mouth. ‘Theatrical red paint.

It seems we have no clue where to draw the line regarding conversations we shouldn't initiate and questions we shouldn't ask. When it comes to matters of the body, there is already enough hell that one is going through; you do not need to add more fuel to it. Although I may not speak for everyone, I know many of us experience body insecurities somehow. It is a struggle for the vast majority. Questioning people about their weight, sexuality, and fertility are conversations that we should refrain from unless initiated by the concerned parties. Even then, when these conversations come up, it is never an invitation for judgment. If ever there was a time when compassion was needed the most, it is when the affected people bring up such topics. What they need the most are compassion and kindness. And sometimes, empathy is just listening

Minutes after Eve stepped into her office to coordinate her next move, Peabody rushed in. “I’ve got the initial sweeper’s report on the room the Lombards vacated—nothing,” Peabody said hurriedly. “Canvassing cops found the bar—one block east, two south of the hotel. Door was unlocked. Zana’s purse was inside on the floor. I have a team heading there now.” “You’ve been busy,” Eve said. “How did you manage to fit in sex?” “Sex? I don’t know what you’re talking about. I bet you want coffee.” She darted to the AutoChef, then whirled back. “How do you know I had sex? Do you have sex radar?” “Your shirt’s not buttoned right, and you’ve got a fresh hickey on your neck.” “Damn it.” Peabody slapped a hand to the side of her neck. “How bad is it? Why don’t you have a mirror in here?” “Because, let’s see, could it be because it’s an office?

My hour with my phone off starts shortly after I get home from work. This is one of the hardest times of the day because my children are ramped up for my attention, but I’m still trying to come down from the workday. My habit is to get changed, make one final email check to make sure things are in order at the office—and if not, to tell someone that I’ll get back to them later that night—and then to turn it off and put it in my dresser drawer. It’s a weird feeling, almost like hiding a valuable under a mattress. You walk away but your mind stays on it. You can visualize it sitting there in the dark. But whether the boys and I are riding bikes to the park, initiating a royal rumble on the living room floor, or setting the table together, my presence is fundamentally different that hour of the day. I am with them. Whatever we’re doing, it is together.

La dame de la Cour de cassation, c'est un arrêt qui tombe au printemps 2000 et qui dit que le juge ne peut pas relever d'office, c'est-à-dire de sa propre initiative, un manquement à la loi. On reconnaît la théorie libérale : on n'a pas plus de droit que celui qu'on réclame ; pour réparer un tort, il faut que celui qui l'a subi s'en plaigne. Dans le cas d'un litige entre un consommateur et un professionnel du crédit, si le consommateur ne se plaint pas du contrat, ce n'est pas au juge de le faire à sa place. Cela se tient dans la théorie libérale, dans la réalité le consommateur ne s'en plaint jamais, parce qu'il ne connaît pas la loi, parce que ce n'est pas lui qui a porté le litige en justice, parce que neuf fois sur dix il n'a pas d'avocat. Peu importe, dit la Cour de cassation, l'office du juge, c'est l'office du juge : il n'a pas à se mêler de ce qui ne le regarde pas ; s'il est scandalisé, il doit le rester en son for intérieur.

George Romney’s private-sector experience typified the business world of his time. His executive career took place within a single company, American Motors Corporation, where his success rested on the dogged (and prescient) pursuit of more fuel-efficient cars.41 Rooted in a particular locale, the industrial Midwest, AMC was built on a philosophy of civic engagement. Romney dismissed the “rugged individualism” touted by conservatives as “nothing but a political banner to cover up greed.”42 Nor was this dismissal just cheap talk: He once returned a substantial bonus that he regarded as excessive.43 Prosperity was not an individual product, in Romney’s view; it was generated through bargaining and compromises among stakeholders (managers, workers, public officials, and the local community) as well as through individual initiative. When George Romney turned to politics, he carried this understanding with him. Romney exemplified the moderate perspective characteristic of many high-profile Republicans of his day. He stressed the importance of private initiative and decentralized governance, and worried about the power of unions. Yet he also believed that government had a vital role to play in securing prosperity for all. He once famously called UAW head Walter Reuther “the most dangerous man in Detroit,” but then, characteristically, developed a good working relationship with him.44 Elected governor in 1962 after working to update Michigan’s constitution, he broke with conservatives in his own party and worked across party lines to raise the minimum wage, enact an income tax, double state education expenditures during his first five years in office, and introduce more generous programs for the poor and unemployed.45 He signed into law a bill giving teachers collective bargaining rights.46 At a time when conservatives were turning to the antigovernment individualism of Barry Goldwater, Romney called on the GOP to make the insurance of equal opportunity a top priority. As

everything for miles in all directions. The Space Needle. The aquarium and the science center. Amazon.com’s headquarters. Safeco Field. And every Starbucks in between. All of it was gone in the snap of a finger. None of the city’s twenty-one state-of-the-art air raid sirens went off. They had originally been installed in the early 1950s during the Cold War. They’d been cosmetically upgraded in 2006 at a cost of $91,000. But they’d been useless. No one in the mayor’s office or the police department or the fire department knew the missile was coming. No one knew the threat that was inbound. Thus no one had activated the sirens. But even if someone had, would anyone in Seattle have known what to do or where to go? Would there have been any time to seek shelter? No one was left to ask the questions, for now the air raid sirens and the city they were designed to protect were gone entirely. Untold thousands lay dead and dying. More would join them soon. Indeed, the death toll in Seattle alone would soar into the hundreds of thousands within hours. An enormous mushroom cloud, crackling with toxic radioactive dust, now formed over the city. Those not blinded by the initial

When she was finished with the mailbox, Lisey trudged back down the driveway with her buckets in the long evening light. Breakfast had been coffee and oatmeal, lunch little more than a scoop of tuna and mayo on a scrap of lettuce, and dead cat or no dead cat, she was starved. She decided to put off her call to Woodbody until she had some food in her belly. The thought of calling the Sheriff's Office—anyone in a blue uniform, for that matter—hadn't yet returned to her. She washed her hands for three minutes, using very hot water and making sure any speck of blood was gone from under her nails. Then she found the Tupperware dish containing the leftover Cheeseburger Pie, scraped it onto a plate, and blasted it in the microwave. While she waited for the chime, she hunted a Pepsi out of the fridge. She remembered thinking she'd never finish the Hamburger Helper stuff once her initial lust for it had been slaked. You could add that to the bottom of the long, long list of Things in Life Lisey Has Been Wrong About, but so what? Big diddly, as Cantata had been fond of saying in her teenage years. "I never claimed to be the brains of the outfit," Lisey told the empty kitchen, and the microwave bleeped as if to second that. The reheated gloop was almost too hot to eat but Lisey gobbled it anyway, cooling her mouth with fizzy mouthfuls of cold Pepsi. As she was finishing the last bite, she remembered the low whispering sound the cat's fur had made against the tin sleeve of the mailbox, and the weird pulling sensation she'd felt as the body began, reluctantly, to come forward. He must have really crammed it in there, she thought, and Dick Powell once more came to mind, black-and-white Dick Powell, this time saying And have some stuffing! She was up and rushing for the sink so fast she knocked her chair over, sure she was going to vomit everything she'd just eaten, she was going to blow her groceries, toss her cookies, throw her heels, donate her lunch. She hung over the sink, eyes closed, mouth open, midsection locked and straining. After a pregnant five-second pause, she produced one monstrous cola-burp that buzzed like a cicada. She leaned there a moment longer, wanting to make absolutely sure that was all. When she was, she rinsed her mouth, spat, and pulled "Zack McCool"'s letter from her jeans pocket. It was time to call Joseph Woodbody.

Zaphod paused for a while. For a while there was silence. Then he frowned and said, “Last night I was worrying about this again. About the fact that part of my mind just didn’t seem to work properly. Then it occurred to me that the way it seemed was that someone else was using my mind to have good ideas with, without telling me about it. I put the two ideas together and decided that maybe that somebody had locked off part of my mind for that purpose, which was why I couldn’t use it. I wondered if there was a way I could check. “I went to the ship’s medical bay and plugged myself into the encephalographic screen. I went through every major screening test on both my heads—all the tests I had to go through under Government medical officers before my nomination for presidency could be properly ratified. They showed up nothing. Nothing unexpected at least. They showed that I was clever, imaginative, irresponsible, untrustworthy, extrovert, nothing you couldn’t have guessed. And no other anomalies. So I started inventing further tests, completely at random. Nothing. Then I tried superimposing the results from one head on top of the results from the other head. Still nothing. Finally I got silly, because I’d given it all up as nothing more than an attack of paranoia. Last thing I did before I packed it in was take the superimposed picture and look at it through a green filter. You remember I was always superstitious about the color green when I was a kid? I always wanted to be a pilot on one of the trading scouts?” Ford nodded. “And there it was,” said Zaphod, “clear as day. A whole section in the middle of both brains that related only to each other and not to anything else around them. Some bastard had cauterized all the synapses and electronically traumatized those two lumps of cerebellum.” Ford stared at him, aghast. Trillian had turned white. “Somebody did that to you?” whispered Ford. “Yeah.” “But have you any idea who? Or why?” “Why? I can only guess. But I do know who the bastard was.” “You know? How do you know?” “Because they left their initials burned into the cauterized synapses. They left them there for me to see.” Ford stared at him in horror and felt his skin begin to crawl. “Initials? Burned into your brain?” “Yeah.” “Well, what were they, for God’s sake?” Zaphod looked at him in silence again for a moment. Then he looked away. “Z.B.,” he said quietly. At that moment a steel shutter slammed down behind them and gas started to pour into the chamber. “I’ll tell you about it later,” choked Zaphod as all three passed out.

To get an initial hint of the distance between the mind-set of parable's original audience and our own twenty-first-century perspectives, we might begin by reflecting briefly on the term 'good Samaritan.' Today, we use the term as if it were not peculiar. Yet as far as I am aware, there are not 'Good Catholic' or 'Good Baptist' hospitals; there are not social service organizations called 'Good Episcopalian' or 'Good Mexican' or 'Good Arab.' To label the Samaritan, any Samaritan, a 'good Samaritan' should be, in today's climate, seen as offensive. It is tantamount to saying, 'He's a good Muslim' (as opposed to all those others who, in this configuration, would be terrorists) or 'She's a good immigrant' (as opposed to all those others who, in this same configuration, are here to take our jobs or scam our welfare system), or, as Heinrich Himmler put it to a gathering of SS officers, every German 'has his decent Jew' - that is, knows one good Jew - and as far as Himmler was concerned, even one was too many, because that might create sympathy. The problem with the labeling is not simply a lack of sensitivity toward the Samaritan people - yes, there are still Samaritans. It is also a lack of awareness of how odd the expression 'good Samaritan' would have seemed to Jesus's Jewish contemporaries.

Once I leave — once I start the car or catch the bus to the airport, by which the voyage is initiated — my brain starts to relax at the absence of my things, and thus the familiar thoughts that they inspire. And it is not just about the books and trinkets on my desk, because a real trip usually means leaving behind innumerable other forms of familiarity: the faces and the voices that we know well, and which cause their own cataracts of memories and associations through their long histories with us. There are the sounds we always hear, and the recognition of what caused them, like the scraping of the gate at the construction site across the square from my apartment, which arrives every morning at 7 a.m. There are the quotidian streets of daily life, lined with memories of events at each address. The shops and offices we visit most often; the foods we buy, with their familiar tastes as we eat them. But as we go away from these things, our own thoughts change, or grow into the space previously occupied by the familiar. The light itself becomes different once we start to travel, as we change setting, latitude, or geography. And with these changes, with the disappearance of the familiar and its many calls upon our thoughts, we finally begin to think differently, or even just begin to think at all.

While amassing one of the most lucrative fortunes in the world, the Kochs had also created an ideological assembly line justifying it. Now they had added a powerful political machine to protect it. They had hired top-level operatives, financed their own voter data bank, commissioned state-of-the-art polling, and created a fund-raising operation that enlisted hundreds of other wealthy Americans to help pay for it. They had also forged a coalition of some seventeen allied conservative groups with niche constituencies who would mask their centralized source of funding and carry their message. To mobilize Latino voters, they formed a group called the Libre Initiative. To reach conservative women, they funded Concerned Women for America. For millennials, they formed Generation Opportunity. To cover up fingerprints on television attack ads, they hid behind the American Future Fund and other front groups. Their network’s money also flowed to gun groups, retirees, veterans, antilabor groups, antitax groups, evangelical Christian groups, and even $4.5 million for something called the Center for Shared Services, which coordinated administrative tasks such as office space rentals and paperwork for the others. Americans for Prosperity, meanwhile, organized chapters all across the country. The Kochs had established what was in effect their own private political party.

The nudge movement spawned by Thaler and Sunstein has been spectacularly successful around the globe. A 2017 review in the Economist described how policy makers were beginning to embrace insights from behavioral science: In 2009 Barack Obama appointed Mr Sunstein as head of the White House’s Office of Information and Regulatory Affairs. The following year Mr Thaler advised Britain’s government when it established BIT, which quickly became known as the “nudge unit”. If BIT did not save the government at least ten times its running cost (£500,000 a year), it was to be shut down after two years. Not only did BIT stay open, saving about 20 times its running cost, but it marked the start of a global trend. Now many governments are turning to nudges to save money and do better. In 2014 the White House opened the Social and Behavioural Sciences Team. A report that year by Mark Whitehead of Aberystwyth University counted 51 countries in which “centrally directed policy initiatives” were influenced by behavioural sciences. Nonprofit organisations such as Ideas42, set up in 2008 at Harvard University, help run dozens of nudge-style trials and programmes around the world. In 2015 the World Bank set up a group that is now applying behavioural sciences in 52 poor countries. The UN is turning to nudging to help hit the “sustainable development goals”, a list of targets it has set for 2030.32

I soon had an occasion to apply what I had learned from Feller. The Yom Kippur War broke out in 1973, and my only significant contribution to the war effort was to advise high officers in the Israeli Air Force to stop an investigation. The air war initially went quite badly for Israel, because of the unexpectedly good performance of Egyptian ground-to-air missiles. Losses were high, and they appeared to be unevenly distributed. I was told of two squadrons flying from the same base, one of which had lost four planes while the other had lost none. An inquiry was initiated in the hope of learning what it was that the unfortunate squadron was doing wrong. There was no prior reason to believe that one of the squadrons was more effective than the other, and no operational differences were found, but of course the lives of the pilots differed in many random ways, including, as I recall, how often they went home between missions and something about the conduct of debriefings. My advice was that the command should accept that the different outcomes were due to blind luck, and that the interviewing of the pilots should stop. I reasoned that luck was the most likely answer, that a random search for a nonobvious cause was hopeless, and that in the meantime the pilots in the squadron that had sustained losses did not need the extra burden of being made to feel that they and their dead friends were at fault.

Many aspects of the modern financial system are designed to give an impression of overwhelming urgency: the endless ‘news’ feeds, the constantly changing screens of traders, the office lights blazing late into the night, the young analysts who find themselves required to work thirty hours at a stretch. But very little that happens in the finance sector has genuine need for this constant appearance of excitement and activity. Only its most boring part—the payments system—is an essential utility on whose continuous functioning the modern economy depends. No terrible consequence would follow if the stock market closed for a week (as it did in the wake of 9/11)—or longer, or if a merger were delayed or large investment project postponed for a few weeks, or if an initial public offering happened next month rather than this. The millisecond improvement in data transmission between New York and Chicago has no significance whatever outside the absurd world of computers trading with each other. The tight coupling is simply unnecessary: the perpetual flow of ‘information’ part of a game that traders play which has no wider relevance, the excessive hours worked by many employees a tournament in which individuals compete to display their alpha qualities in return for large prizes. The traditional bank manager’s culture of long lunches and afternoons on the golf course may have yielded more useful information about business than the Bloomberg terminal. Lehman

Situation awareness means possessing an explorer mentality A general never knows anything with certainty, never sees his enemy clearly, and never knows positively where he is. When armies are face to face, the least accident in the ground, the smallest wood, may conceal part of the enemy army. The most experienced eye cannot be sure whether it sees the whole of the enemy’s army or only three-fourths. It is by the mind’s eye, by the integration of all reasoning, by a kind of inspiration that the general sees, knows, and judges. ~Napoleon 5   In order to effectively gather the appropriate information as it’s unfolding we must possess the explorer mentality.  We must be able to recognize patterns of behavior. Then we must recognize that which is outside that normal pattern. Then, you take the initiative so we maintain control. Every call, every incident we respond to possesses novelty. Car stops, domestic violence calls, robberies, suspicious persons etc.  These individual types of incidents show similar patterns in many ways. For example, a car stopped normally pulls over to the side of the road when signaled to do so.  The officer when ready, approaches the operator, a conversation ensues, paperwork exchanges, and the pulled over car drives away. A domestic violence call has its own normal patterns; police arrive, separate involved parties, take statements and arrest aggressor and advise the victim of abuse prevention rights. We could go on like this for all the types of calls we handle as each type of incident on its own merits, does possess very similar patterns. Yet they always, and I mean always possess something different be it the location, the time of day, the person you are dealing with. Even if it’s the same person, location, time and day, the person you’re dealing who may now be in a different emotional state and his/her motives and intent may be very different. This breaks that normal expected pattern.  Hence, there is a need to always be open-minded, alert and aware, exploring for the signs and signals of positive or negative change in conditions. In his Small Wars journal article “Thinking and Acting like an Early Explorer” Brigadier General Huba Wass de Czege (US Army Ret.) describes the explorer mentality:   While tactical and strategic thinking are fundamentally different, both kinds of thinking must take place in the explorer’s brain, but in separate compartments. To appreciate this, think of the metaphor of an early American explorer trying to cross a large expanse of unknown terrain long before the days of the modern conveniences. The explorer knows that somewhere to the west lies an ocean he wants to reach. He has only a sketch-map of a narrow corridor drawn by a previously unsuccessful explorer. He also knows that highly variable weather and frequent geologic activity can block mountain passes, flood rivers, and dry up desert water sources. He also knows that some native tribes are hostile to all strangers, some are friendly and others are fickle, but that warring and peace-making among them makes estimating their whereabouts and attitudes difficult.6

George W. Bush’s initiative to fight AIDS around the world, the President’s Emergency Plan for AIDS Relief (PEPFAR), saved millions of lives in Africa and elsewhere. From the program’s launch in 2003 to the time Bush left office, the number of HIV-infected people in Africa getting proper treatment went from fewer than fifty thousand to two million. 19 His efforts didn’t go unnoticed by the people of the African continent. When President Bush took a farewell tour of Africa near the end of his second term, massive crowds of grateful Africans cheered for him. 20 Despite massive spending increases spearheaded by Obama, he cut funding for PEPFAR21 and deprived hundreds of thousands of people around of treatment. This inexplicable decision had a devastating effect on Africa, where most AIDS deaths occur. 22 The AIDS Healthcare Foundation was highly critical of Obama’s cuts, which came after he had promised to expand the fight against AIDS months earlier: “This latest action merely confirms what people with HIV/ AIDS and their advocates have long suspected—the President simply is not committed to fighting global AIDS. Coming on the heels of the President’s flowery rhetoric last December, the cynicism is simply breathtaking,” said Michael Weinstein, President of AIDS Healthcare Foundation, which provides free HIV/ AIDS medical care to over 125,000 people in 26 countries abroad. 23 The lesson for Africans: American friendship was fickle and patronizing and they couldn’t trust our promises. And we wonder why ISIS propaganda was so attractive to North Africans.

I do not know the substance of the considerations and recommendations which Dr. Szilárd proposes to submit to you,” Einstein wrote. “The terms of secrecy under which Dr. Szilárd is working at present do not permit him to give me information about his work; however, I understand that he now is greatly concerned about the lack of adequate contact between scientists who are doing this work and those members of your Cabinet who are responsible for formulating policy.”34 Roosevelt never read the letter. It was found in his office after he died on April 12 and was passed on to Harry Truman, who in turn gave it to his designated secretary of state, James Byrnes. The result was a meeting between Szilárd and Byrnes in South Carolina, but Byrnes was neither moved nor impressed. The atom bomb was dropped, with little high-level debate, on August 6, 1945, on the city of Hiroshima. Einstein was at the cottage he rented that summer on Saranac Lake in the Adirondacks, taking an afternoon nap. Helen Dukas informed him when he came down for tea. “Oh, my God,” is all he said.35 Three days later, the bomb was used again, this time on Nagasaki. The following day, officials in Washington released a long history, compiled by Princeton physics professor Henry DeWolf Smyth, of the secret endeavor to build the weapon. The Smyth report, much to Einstein’s lasting discomfort, assigned great historic weight for the launch of the project to the 1939 letter he had written to Roosevelt. Between the influence imputed to that letter and the underlying relationship between energy and mass that he had formulated forty years earlier, Einstein became associated in the popular imagination with the making of the atom bomb, even though his involvement was marginal. Time put him on its cover, with a portrait showing a mushroom cloud erupting behind him with E=mc2 emblazoned on it. In a story that was overseen by an editor named Whittaker Chambers, the magazine noted with its typical prose flair from the period: Through the incomparable blast and flame that will follow, there will be dimly discernible, to those who are interested in cause & effect in history, the features of a shy, almost saintly, childlike little man with the soft brown eyes, the drooping facial lines of a world-weary hound, and hair like an aurora borealis… Albert Einstein did not work directly on the atom bomb. But Einstein was the father of the bomb in two important ways: 1) it was his initiative which started U.S. bomb research; 2) it was his equation (E = mc2) which made the atomic bomb theoretically possible.36 It was a perception that plagued him. When Newsweek did a cover on him, with the headline “The Man Who Started It All,” Einstein offered a memorable lament. “Had I known that the Germans would not succeed in producing an atomic bomb,” he said, “I never would have lifted a finger.”37 Of course, neither he nor Szilárd nor any of their friends involved with the bomb-building effort, many of them refugees from Hitler’s horrors, could know that the brilliant scientists they had left behind in Berlin, such as Heisenberg, would fail to unlock the secrets. “Perhaps I can be forgiven,” Einstein said a few months before his death in a conversation with Linus Pauling, “because we all felt that there was a high probability that the Germans were working on this problem and they might succeed and use the atomic bomb and become the master race.”38

On the eve of Fort Sumter, the governor of South Carolina, Francis Pickens, reportedly acknowledged the clash of realities in a private conversation with a U.S. Army officer in Charleston. Pickens told the army man about “the whole plan and secret of the Southern conspiracy,” admitting that “the South had never been wronged, and that all their pretenses of grievance in the matter of tariffs, or anything else, were invalid. ‘But,’ said [Pickens], ‘we must carry the people with us; and we allege these things, as all statesmen do many things that they do not believe, because they are the only instruments by which the people can be managed.’ He then and there declared that the two sections of the country were so antagonistic in ideas and policies that they could not live together, that it was foreordained that Northern and Southern men must keep apart…and that all the pretenses of the South about wrongs suffered were but pretenses, as they very well knew.” As news of the attack reached Washington—it had rained all night in the national capital as Friday became Saturday—the president of the United States pithily but unmistakably made himself clear. “And, in every event,” Lincoln wrote on Saturday, April 13, “I shall, to the extent of my ability, repel force by force.” His initial policy to hold the nation together had failed. “The last ray of hope for preserving the Union peaceably expired at the assault upon Fort Sumter,” Lincoln remarked. To his friend Orville Browning, the president confided, “Browning, of all the trials I have had since I came here, none begin to compare with those I had between the inauguration and the fall of Fort Sumter. They were so great that could I have anticipated them, I would not have believed it possible to survive them.” The rebel South would not be convinced. The Union would not hold. War had come.

Baron, Baroness Originally, the term baron signified a person who owned land as a direct gift from the monarchy or as a descendant of a baron. Now it is an honorary title. The wife of a baron is a baroness. Duke, Duchess, Duchy, Dukedom Originally, a man could become a duke in one of two ways. He could be recognized for owning a lot of land. Or he could be a victorious military commander. Now a man can become a duke simply by being appointed by a monarch. Queen Elizabeth II appointed her husband Philip the Duke of Edinburgh and her son Charles the Duke of Wales. A duchess is the wife or widow of a duke. The territory ruled by a duke is a duchy or a dukedom. Earl, Earldom Earl is the oldest title in the English nobility. It originally signified a chieftan or leader of a tribe. Each earl is identified with a certain area called an earldom. Today the monarchy sometimes confers an earldom on a retiring prime minister. For example, former Prime Minister Harold Macmillan is the Earl of Stockton. King A king is a ruling monarch. He inherits this position and retains it until he abdicates or dies. Formerly, a king was an absolute ruler. Today the role of King of England is largely symbolic. The wife of a king is a queen. Knight Originally a knight was a man who performed devoted military service. The title is not hereditary. A king or queen may award a citizen with knighthood. The criterion for the award is devoted service to the country. Lady One may use Lady to refer to the wife of a knight, baron, count, or viscount. It may also be used for the daughter of a duke, marquis, or earl. Marquis, also spelled Marquess. A marquis ranks above an earl and below a duke. Originally marquis signified military men who stood guard on the border of a territory. Now it is a hereditary title. Lord Lord is a general term denoting nobility. It may be used to address any peer (see below) except a duke. The House of Lords is the upper house of the British Parliament. It is a nonelective body with limited powers. The presiding officer for the House of Lords is the Lord Chancellor or Lord High Chancellor. Sometimes a mayor is called lord, such as the Lord Mayor of London. The term lord may also be used informally to show respect. Peer, Peerage A peer is a titled member of the British nobility who may sit in the House of Lords, the upper house of Parliament. Peers are ranked in order of their importance. A duke is most important; the others follow in this order: marquis, earl, viscount, baron. A group of peers is called a peerage. Prince, Princess Princes and princesses are sons and daughters of a reigning king and queen. The first-born son of a royal family is first in line for the throne, the second born son is second in line. A princess may become a queen if there is no prince at the time of abdication or death of a king. The wife of a prince is also called a princess. Queen A queen may be the ruler of a monarchy, the wife—or widow—of a king. Viscount, Viscountess The title Viscount originally meant deputy to a count. It has been used most recently to honor British soldiers in World War II. Field Marshall Bernard Montgomery was named a viscount. The title may also be hereditary. The wife of a viscount is a viscountess. (In pronunciation the initial s is silent.) House of Windsor The British royal family has been called the House of Windsor since 1917. Before then, the royal family name was Wettin, a German name derived from Queen Victoria’s husband. In 1917, England was at war with Germany. King George V announced that the royal family name would become the House of Windsor, a name derived from Windsor Castle, a royal residence. The House of Windsor has included Kings George V, Edward VII, George VI, and Queen Elizabeth II.

I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while de-emphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I've said this earlier but it's worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, 'I hope you will let it go,' about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to be almost darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay. Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president so brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check...without these checks on our leaders, without those institutions vigorously standing against abuses of power, our country cannot sustain itself as a functioning democracy. I know there are men and women of good conscience in the United States Congress on both sides of the aisle who understand this. But not enough of them are speaking out. They must ask themselves to what, or to whom, they hold a higher loyalty: to partisan interests or to the pillars of democracy? Their silence is complicity - it is a choice - and somewhere deep down they must know that. Policies come and go. Supreme Court justices come and go. But the core of our nation is our commitment to a set of shared values that began with George Washington - to restraint and integrity and balance and transparency and truth. If that slides away from us, only a fool would be consoled by a tax cut or different immigration policy.

When Musk took delivery of his F1, CNN was there to cover it. “Just three years ago I was showering at the Y and sleeping on the office floor,” he told the camera sheepishly, “and now obviously, I’ve got a million-dollar car… it’s just a moment in my life.” While other McLaren F1 owners around the world—the sultan of Brunei, Wyclef Jean, and Jay Leno, among others—could comfortably afford it, Musk’s purchase had put a sizable dent in his bank account. And unlike other owners, Musk drove the car to work—and declined to insure it. As Musk drove Thiel up Sand Hill Road in the F1, the car was the subject of their chat. “It was like this Hitchcock movie,” Thiel remembered, “where we’re talking about the car for fifteen minutes. We’re supposed to be preparing for the meeting—and we’re talking about the car.” During their ride, Thiel looked at Musk and reportedly asked, “So, what can this thing do?” “Watch this,” Musk replied, flooring the accelerator and simultaneously initiating a lane change on Sand Hill Road. In retrospect, Musk admitted that he was outmatched by the F1. “I didn’t really know how to drive the car,” he recalled. “There’s no stability systems. No traction control. And the car gets so much power that you can break the wheels free at even fifty miles an hour.” Thiel recalls the car in front of them coming fast into view—then Musk swerving to avoid it. The McLaren hit an embankment, was tossed into the air—“like a discus,” Musk remembered——then slammed violently into the ground. “The people that saw it happen thought we were going to die,” he recalled. Thiel had not worn a seat belt, but astonishingly, neither he nor Musk were hurt. Musk’s “work of art” had not fared as well, having now taken a distinctly cubist turn. Post-near-death experience, Thiel dusted himself off on the side of the road and hitchhiked to the Sequoia offices, where he was joined by Musk a short while later. X.com’s CEO, Bill Harris, was also waiting at the Sequoia office, and he recalled that both Thiel and Musk were late but offered no explanation for their delay. “They never told me,” Harris said. “We just had the meeting.” Reflecting on it, Musk found humor in the experience: “I think it’s safe to say Peter wouldn’t be driving with me again.” Thiel wrung some levity out of the moment, too. “I’d achieved lift-off with Elon,” he joked, “but not in a rocket.

Some years ago I saw a documentary on dying whose main theme was that people die as they lived. That was Jimmy. For five years, since he began undergoing operations for bladder cancer and even after his lung cancer was diagnosed, he continued the activities that he considered important, marching against crackhouses, campaigning against the demolition of the Ford Auditorium, organizing Detroit Summer, making speeches, and writing letters to the editor and articles for the SOSAD newsletter and Northwest Detroiter. In 1992 while he was undergoing the chemotherapy that cleared up his bladder cancer, he helped form the Coalition against Privatization and to Save Our City. The coalition was initiated by activist members of a few AFSCME locals who contacted Carl Edwards and Alice Jennings who in turn contacted us. Jimmy helped write the mission statement that gave the union activists a sense of themselves as not only city workers but citizens of the city and its communities. The coalition’s town meetings and demonstrations were instrumental in persuading the new mayor, Dennis Archer, to come out against privatization, using language from the coalition newsletter to explain his position. At the same time Jimmy was putting out the garbage, keeping our corner at Field and Goethe free of litter and rubbish, mopping the kitchen and bathroom floors, picking cranberries, and keeping up “his” path on Sutton. After he entered the hospice program, which usually means death within six months, and up to a few weeks before his death, Jimmy slowed down a bit, but he was still writing and speaking and organizing. He used to say that he wasn’t going to die until he got ready, and because he was so cheerful and so engaged it was easy to believe him. A few weeks after he went on oxygen we did three movement-building workshops at the SOSAD office for a group of Roger Barfield’s friends who were trying to form a community-action group following a protest demonstration at a neighborhood sandwich shop over the murder of one of their friends. With oxygen tubes in his nostrils and a portable oxygen tank by his side, Jimmy spoke for almost an hour on one of his favorite subjects, the need to “think dialectically, rather than biologically.” Recognizing that this was probably one of Jimmy’s last extended speeches, I had the session videotaped by Ron Scott. At the end of this workshop we asked participants to come to the next session prepared to grapple with three questions: What can we do to make our neighborhoods safe? How can we motivate people to transform? How can we create jobs?

Standing, balanced precariously on the narrow top of a drainpipe, you had to give a good leap up to grab hold of the narrow ledge, and then swing your whole body up and over. It took some guts, and a cool head for heights. Get it wrong and the fall was a long one, onto concrete. In an attempt to make it harder, the school security officers had put barbed wire all around the lip of the roof to ensure such climbs were “impossible.” (This was probably installed after Ran Fiennes’s escapades onto the dome all those years earlier.) But in actual fact the barbed wire served to help me as a climber. It gave me something else to hold on to. Once on the roof, then came the crux of the climb. Locating the base of the lightning conductor was the easy bit, the tough bit was then committing to it. It held my weight; and it was a great sense of achievement clambering into the lead-lined small bell tower, silhouetted under the moonlight, and carving the initials BG alongside the RF of Ran Fiennes. Small moments like that gave me an identity. I wasn’t just yet another schoolboy, I was fully alive, fully me, using my skills to the max. And in those moments I realized I simply loved adventure. I guess I was discovering that what I was good at was a little off-the-wall, but at the same time recognizing a feeling in the pit of my stomach that said: Way to go, Bear, way to go. My accomplice never made it past the barbed wire, but waited patiently for me at the bottom. He said it had been a thoroughly sickening experience to watch, which in my mind made it even more fun. On the return journey, we safely crossed one college house garden and had silently traversed half of the next one. We were squatting behind a bush in the middle of this housemaster’s lawn, waiting to do the final leg across. The tutor’s light was on, with him burning the midnight oil marking papers probably, when he decided it was time to let his dog out for a pee. The dog smelled us instantly, went bananas, and the tutor started running toward the commotion. Decision time. “Run,” I whispered, and we broke cover together and legged it toward the far side of the garden. Unfortunately, the tutor in question also happened to be the school cross-country instructor, so he was no slouch. He gave chase at once, sprinting after us across the fifty-meter dash. A ten-foot wall was the final obstacle and both of us, powered by adrenaline, leapt up it in one bound. The tutor was a runner but not a climber, and we narrowly avoided his grip and sprinted off into the night. Up a final drainpipe, back into my open bedroom window, and it was mission accomplished. I couldn’t stop smiling all through the next day.

If we do not stop these mar-makers not,...it will soon be too late. We are the only nation that can halt this crusade. It might be too late in America, but it isn't too late here. Without British support the whole scheme would collapse. For that reason the future of all nations depends upon the policy which is decided in this House. More than that, the final position of Britain in the world is being decided. If we support these anti-Communist crusades through the world as we have supported it in Greece, then our good name and existence will be threatened by the hatred of all free-thinking men. We cannot suppress all desire in Europe and Asia for social change by branding it communism from Russia and persecuting its supporters. Social change doesn't have to come from Russia, whatever the Foreign Office or the Americans say. It is a product of the miserable conditions under which the majority of the earth's population exist. There are fighters for social change in every land, here as well as anywhere.... We Socialists are among them. That is the reason for our predominance in the House to-day. The very men that we try to suppress in other countries are asking for far less liberty than we enjoy here, far less social change than we Socialists hope to initiate in Great Britain. Are we going to betray these men by labelling them Communists and crushing them wherever we find them until we have launched ourselves at Russia herself in a war that will wipe this island off the face of the earth? The American imperialists say that this is the American Century. ARe we to sacrifice ourselves for that great ideal, or are we to stand beside the people of Europe and Asia and other lands who seek independence, economic stability, self-determination, and the right to conduct their own affairs? Are we going to partake in an anti-Red campaign when we ourselves are Reds? ...... Some among us might think that there is political expediency in following this anti-Russian crusade without really getting enmeshed in it, creating a Third Force in Europe of their friends, a balancing force for power politics. In that you have the real policy of our Government to-day. But how can we avoid final involvement? Our American vanguard will stop at nothing. They hold their atom bomb aloft with nervous fingers. It has become their talisman and their faith. It is their new weapon of anti-Communism, a more efficient Belsen and Maidenek. Its first usage was morally anti-Russian. It was used to end Japan quickly so that Russia would play no part in the final settlement with that country. No doubt they would have used it on Russia already if they could be certain that Russian did not have an equal or better atomic weapon. That terrible uncertainty goads them into fiercer political and economic activity against the world's grim defenders of great liberties. In that you have the heart of this American imperial desperation. They cannot defeat the people of Europe and Asia with the atomic bomb alone. They cannot win unless we lend them our name and our support and our political cunning. To-day they have British support, in policy as well as in international councils where the decisions of peace and security are being made. With our support America is undermining every international conference with its anti-Russian politics.

President of the MacArthur Foundation, Jonathan F. Fanton, Vice President Julia Stasch, and our Program Officers for MacArthur's Digital Media and Learning Initiative,

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Ostensibly, the most important governance reform was supposed to be the Right to Information (RTI) Act that aimed to impose greater accountability on the government. It was an NAC initiative. Several senior and retired civil servants cautioned Dr Singh against the RTI, worrying that rather than expose corruption and sloth in government, it would sap initiative and encourage officers to pass the buck. The jury is still out on whether or not RTI was a wise move and what its impact on governance has been. Has it made the government more transparent and accountable or has it made civil servants risk averse and unwilling to take difficult decisions? In UPA-1, when there was considerable euphoria over the RTI Act, few would have imagined that analysts would hold the RTI Act responsible for at least some of the so-called ‘policy paralysis’ that UPA-2 came to be charged with.

The Common Core State Standards Initiative, as it’s officially known, is the product of three private organizations, two of which have official-sounding names: the National Governors Association (NGA) and the Council of Chief State School Officers (CCSSO). The third private group is Achieve Inc., which boasts on its Web page that it helped take the idea of nationalized learning standards from “a radical proposal into a national agenda.

At the G-20 meeting in Paris in 2011, finance ministers expressed fears that U.S.-driven global inflation was threatening global stability. George Melloan was among those who made the connection between this unrest and QE. He acknowledged in the Wall Street Journal: “Probably few of the protesters in the streets connect their economic travail to Washington. But central bankers do.” To appreciate the depth of political upheaval created by the 2008 financial crisis, just tally the power shifts that occurred in its wake. In addition to the turmoil in the Middle East, 13 out of 17 European governments changed over as a result of the initial financial crisis. In the United States, the stock market panic in September 2008 reversed the slight lead of John McCain and helped sweep the far-left Barack Obama into office.

Reciprocal altruism, meanwhile, is rampant in Washington and is the primary channel through which interest groups have succeeded in corrupting government. As the legal scholar Lawrence Lessig points out, interest groups are able to influence members of Congress legally simply by making donations and waiting for unspecified return favors. And sometimes, the legislator is the one initiating the gift exchange, favoring an interest group in the expectation that he will get some sort of benefit from it after leaving office.

Summary There is a small group of cases, initially treated as rape where there is no evidence of an assault: primarily where a third party makes the report and the victim subsequently denies; or where the victim suspects being assaulted while asleep, unconscious or affected by alcohol/drugs but the medical/forensic examination suggests no sex has taken place. How the police should designate such cases is problematic. - Eight per cent of reported cases in the sample were designated false by the police. - A higher proportion of cases designated false involved 16- to 25-year-olds. - A greater degree of acquaintance between victim and perpetrator decreased the likelihood of cases being designated false. - Cases were most commonly designated false on the grounds of: the complainant admitting it; retractions; evidential issues; and non co-operation by the complainant. - In a number of cases the police also cited mental health problems, previous allegations, use of alcohol/drugs and lack of CCTV evidence. - The pro formas and the interviews with police officers suggested inconsistencies in the complainant’s account could be interpreted as ‘lying’. - The authors’ analysis suggests that the designation of false allegations in a number of cases was uncertain according to Home Office counting rules, and if these were excluded, would reduce the proportion of false complaints to three per cent of reported cases. - This is considerably lower than the estimates of police officers interviewed." A gap or a chasm?: attrition in reported rape cases.

Some grant programs are structured as competitions. New York City’s Industrial Growth Initiative, now in its second year, is a two-stage process that requires businesses to attend a growth workshop and then apply for a more in-depth workshop series covering topics like human resources and marketing. The program culminates with a business plan competition, where participants put what they have learned to work and create expansion plans to guide their next stage of growth. The plans are pitched to an audience of judges and business leaders, and three winners split a $150,000 prize. One recent winner was Eric Campione, chief administrative officer for P.A.C. Plumbing, Heating, & Air Conditioning. Mr. Campione submitted a plan to bring the third-generation family-owned business on Staten Island into the digital age with new technology, such as iPads for field technicians. It is about more than money, though.

As a federal district court in Texas recently ruled, federal law “mandates the initiation of immigration removal proceedings whenever an immigration officer encounters an illegal alien who is not ‘clearly and beyond a doubt entitled to be admitted.’” Moreover, the court explained, the Department of Homeland Security does not have “prosecutorial discretion” to ignore this requirement; Congress, not the president, has the plenary power to make immigration law; and the executive branch may not “implement measures that are incompatible with Congressional intent.

For an American, though, Australia seems pretty familiar: same wide streets, same office towers. It’s Canada in a thong, or that’s the initial impression.

Several premises shaped the Marshall Plan: that the gravest threat to western interests in Europe was not the prospect of Soviet military intervention, but rather the risk that hunger, poverty, and despair might cause Europeans to vote their own communists into office, who would then obediently serve Moscow’s wishes; that American economic assistance would produce immediate psychological benefits and later material ones that would reverse this trend; that the Soviet Union would not itself accept such aid or allow its satellites to, thereby straining its relationship with them; and that the United States could then seize both the geopolitical and the moral initiative in the emerging Cold War.

c) Taking a view as to whether there is any need to keep the delinquent employee under suspension (d) Taking a view on the preliminary investigation report and deciding about the future course of action thereon, such as warning, training, counseling, initiation of major or minor penalty proceeding, prosecution, discharge simpliciter, etc.(e) Consultation with the Central Vigilance Commission (CVC) where necessary (f) Deciding whether there is any need to issue of charge sheet or penalty may be imposed dispensing with inquiry under the appropriate provision (g) Issue of charge sheet where necessary - Rule 14(3) (h) In the case of minor penalty proceedings, deciding, either suo motu or based on the request of the delinquent employee, as to whether it is necessary to conduct a detailed oral hearing.(i) In the case of minor penalty proceedings, forming tentative opinion about the quantum of penalty based on the representation of the delinquent employee, if any, and ordering for a detailed oral hearing where necessary.(j) After issue of charge sheet, deciding as to whether there is any need to conduct inquiry, or the matter may be closed, or the penalty can be imposed, based on the unambiguous, unconditional and unqualified admission by the delinquent employee.(k) Passing final order imposing penalty or closing the case, based on the response of the delinquent employee (l) Appointment of Inquiry Authority and Presenting Officer, where necessary (m)Taking a view on the request, if any, of the delinquent employee for engagement of a Legal Practioner as Defence Assistant (n) Making originals of all the listed documents available to the Presenting Officer so that the same could be presented during the inspection of documents.(o) Examination of the inquiry report to decide as to whether the same needs to be remitted back to the inquiry authority - Rule 15(1) (p) Deciding as to whether the conclusion arrived at by the Inquiring Authority is acceptable and to record reasons for disagreement if any – Rule 15(2) 6

California had organized itself, not accidentally, into highly partisan legislative districts. It elected highly partisan people to office and then required these people to reach a two-thirds majority to enact any new tax or meddle with big spending decisions. On the off chance that they found some common ground, it could be pulled out from under them by voters through the initiative process. Throw in term limits—no elected official now serves in California government long enough to fully understand it—and you have a recipe for generating maximum contempt for elected officials. Politicians are elected to get things done and are prevented by the system from doing it, leading the people to grow even more disgusted with them. “The vicious cycle of contempt,” as Mark Paul calls it. California state government was designed mainly to maximize the likelihood that voters will continue to despise the people they elect.

Cases of unauthorized absence, over-stayal, insubordination, use of abusive language, etc. do not have any vigilance angle. There are some border line cases, such as gross or willful negligence; recklessness in decision making; blatant violations of systems and procedures; exercise of discretion in excess, where no ostensible public interest is evident; failure to keep the controlling authority/superiors informed in time – these are some of the irregularities where the disciplinary authority with the help of the CVO should carefully study the case and weigh the circumstances to come to a conclusion whether there is reasonable ground to doubt the integrity of the officer concerned.4. What are the two parts of the register for recording complaints? One part of the register is meant for registering the complaints in respect of category ‘A’ officers i.e. those in respect of whom the advice of the CVC is required. The other part pertains to Category ‘B’ officers are those in respect of whom CVC advice is not required. As far as central Government employees are concerned Category ‘A’ refers to Group ‘A’ officers. If a complaint involves both the categories of officers, it shall be entered in the higher category i.e. category ‘A’.5. How to deal with anonymous and pseudonymous complaints? Para 3.8.1 of the CVC Manual provides that as a general rule, no action is to be taken by the administrative authorities on anonymous/pseudonymous complaints received by them. It is also open to the administrative authorities to verify by enquiring from the signatory of the complaint whether it had actually been sent by him so as to ascertain whether it is pseudonymous. CVC has also laid down that if any department/organisation proposes to look into any verifiable facts alleged in such complaints, it may refer the matter to the Commission seeking its concurrence through the CVO or the head of the organisation, irrespective of the level of employees involved therein.Besides, any complaint referred to by the Commission is required to be investigated and if it emerges to be a pseudonymous, the matter must be reported to the Commission.6. What action is required in the case of false complaints? If a complaint is found to be malicious, vexatious or unfounded, departmental or criminal action as necessary should be initiated against the author of false complaints 33

tenure at Treasury was not as successful as his career at Alcoa. Almost immediately after taking office he began focusing on a couple of key issues, including worker safety, job creation, executive accountability, and fighting African poverty, among other initiatives. However, O’Neill’s politics did not line up with those of President Bush, and he launched an internal fight opposing Bush’s proposed tax cuts. He was asked to resign at the end of 2002. “What I thought was the right thing for economic policy was the opposite of what the White House wanted,” O’Neill told me. “That’s not good for a treasury secretary, so I got fired.

By this time, around 0745, unknown others were doing the same, whether NCOs or junior officers or, in some cases, privates. Staying on the beach meant certain death; retreat was not possible; someone had to lead; men took the burden on themselves and did. Bingham put it this way: “The individual and small-unit initiative carried the day. Very little, if any, credit can be accorded company, battalion, or regimental commanders for their tactical prowess and/or their coordination of the action.

Some have asked why we don’t just stay there in the target’s office until they’ve resolved the problem. No doubt occasionally this would scare them into giving in on the spot. But what about the other times, when they decide to be stubborn and refuse to give in? To counter us, all they’d have to do would be to call the cops and wait. After a while the cops would arrive to forcibly remove us, and with our current strength we would not be able to hold out for long. Then we’d be stuck spending our time on legal defense instead of planning further action against the boss or landlord. Plus, having started off our campaign with such an intense action, we’d have little or no room to further escalate the pressure. By choosing to leave once we’ve delivered our message, with a promise of more action to come, we keep the initiative. Instead of trying to defend a space that we wouldn’t actually be able to defend, we stay on the attack. This makes it very hard for the boss or landlord to counter us. We’re there in their face before they know what’s going on, and then we’re gone before they can bring in the cops. We leave them with an impression of strength, and we leave them wondering what we’ll do next.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

the pre-cast votes could be caught before the voting started was by the employees who worked in his office, the very persons who had exclusive access to the machines. The voting machines would be delivered to the various polling locations, and then checked by his fellow election officials to be sure the machines were ready for votes to be cast. The election officials merely had to initial a one page form attesting that the machines bore no votes at the beginning of voting, and were thus ready to vote. No one else would, or could, look at the total vote counter on the machine to confirm a clear machine, with all counters set at zero, before voting started. Classic vote fraud. Right before his eyes.

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

What this means is, if you pass my tests today, you could start working as a police officer as soon as tomorrow.

Over the past few months, we have introduced a number of great benefits and tools to make us more productive, efficient and fun. With the introduction of initiatives like FYI, Goals and PB&J, we want everyone to participate in our culture and contribute to the positive momentum. From Sunnyvale to Santa Monica, Bangalore to Beijing—I think we can all feel the energy and buzz in our offices. To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo, and that starts with physically being together. Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices. Thanks to all of you, we’ve already made remarkable progress as a company—and the best is yet to come. Jackie

So if every time a team member needs to do something they have to complete the conventional paper work and await approvals possibly from managers who have no idea when they are reporting to the office next, your project might be a disaster.  So instead of boxing those members within the rules of the old system, you need to empower them in carrying out any initiatives they may deem fit for the success of the project.

Short-term thinking – Focusing on what matters at the moment, rather than on potential consequences over the long term. Socialization – An element of a monologue that is designed to encourage a person to share truthful information by suggesting that the activity under investigation is one that is regularly engaged in by others. Stimulus – The question that prompts a behavioral response. Throat-clearing/swallowing – A nonverbal deceptive behavior in which a person clears his throat or performs a significant swallow prior to answering the question. Timing – The guideline in our deception detection model dictating that the initial deceptive behavior must begin within the first five seconds after the stimulus. Transition statement – Statement made by the questioner to allow for a transparent transition from an interview to an interrogation. It is the first sentence or two of the monologue, and takes the form of a direct observation of concern (DOC) or a direct observation of guilt (DOG). Unintended message – A truthful statement made by a deceptive person that, when the literal meaning of the statement is analyzed, conveys information that the person does not realize he’s conveying. We also refer to this as “truth in the lie.” Vague question – A question to be avoided because it allows for excessive latitude in

Indira Gandhi did not have to do much from the confines of her 12 Wellingdon Crescent home, a small place that doubled as the residence of her extended family, and her office. The ‘revolution’ initiated by Jayaprakash Narayan was squandered away by the hungry and tactless politicians of the Janata conglomerate. They failed to understand that the people of the country were not interested in hunting down Indira for her emergency follies. They had been aggrieved and had given Indian democracy a chance to change for the better. The Janata leaders betrayed them. The people wanted economic regeneration, poverty alleviation, and transparent governance and not witch-hunting.

In 1874, Brevet Maj. Gen. Emory Upton initially came to the same conclusion. His analysis of the war produced no lessons that the US Army should incorporate into its new tactical doctrine.[96] However when Upton visited Berlin in 1876, his view changed. He observed that a small, but educated officer corps served as the backbone of Germany’s army. The professional school system enabled it to develop a general staff capable of executing complex tactical problems.[97]

On Sunday, evening, May 2, 2015, in Garland, Texas, an active-shooter incident didn’t end in a massacre. It ended when an armed police officer took the fight to the enemy, literally pushing toward them and killing the duo before they could massacre innocents in a crowded event center. Forget politics. Forget before and after. When the attack is initiated there is no negotiation, no thinking—only fighting, pushing, and close killing. The event in Garland wasn’t quite the soft target the terrorists thought it would be. They didn’t have the access to the defenseless civilians they thought they’d have. Defend yourself—now rather than later. Strength stops strength. Overwhelming strength stops massacres in their tracks.

Randy Shughart and Gary Gordon, two Delta operators, won posthumous Medals of Honor for taking the initiative to secure one of the Black Hawk helicopter crash sites until Rangers could reinforce them. They knew the risk. They saw the enemy closing in before they even landed. At the White House during their Medal of Honor ceremony, the father of a Delta operator became unglued, furious that he was to receive the Medal of Honor from President Clinton, who in the father’s words was too cowardly to accept a draft to the Vietnam War at the behest of the president at the time, Lyndon Johnson. He believed President Clinton unworthy to bestow the award on his late son. His wife apologized to me and the other officers for her husband. But we felt the same way.

Soon, I found myself criss-crossing the country with Steve, in what we called our “dog and pony show,” trying to drum up interest in our initial public offering. As we traveled from one investment house to another, Steve (in a costume he rarely wore: suit and tie) pushed to secure early commitments, while I added a professorial presence by donning, at Steve’s insistence, a tweed jacket with elbow patches. I was supposed to embody the image of what a “technical genius” looks like—though, frankly, I don’t know anyone in computer science who dresses that way. Steve, as pitch man, was on fire. Pixar was a movie studio the likes of which no one had ever seen, he said, built on a foundation of cutting-edge technology and original storytelling. We would go public one week after Toy Story opened, when no one would question that Pixar was for real. Steve turned out to be right. As our first movie broke records at the box office and as all our dreams seemed to be coming true, our initial public offering raised nearly $140 million for the company—the biggest IPO of 1995. And a few months later, as if on cue, Eisner called, saying that he wanted to renegotiate the deal and keep us as a partner. He accepted Steve’s offer of a 50/50 split. I was amazed; Steve had called this exactly right. His clarity and execution were stunning. For me, this moment was the culmination of such a lengthy series of pursuits, it was almost impossible to take in. I had spent twenty years inventing new technological tools, helping to found a company, and working hard to make all the facets of this company communicate and work well together. All of this had been in the service of a single goal: making a computer-animated feature film. And now, we’d not only done it; thanks to Steve, we were on steadier financial ground than we’d ever been before. For the first time since our founding, our jobs were safe. I

By the end of 1915 the Allies found the situation so menacing that the Russians, supported by the 8,000-strong Russian-officered Persian Cossacks, occupied the north of the country, taking over the capital city of Teheran and, with it, the weak, recently crowned young Shah. The most pro-German of the politicians fled, initially to the holy city of Qum, and later to Kermanshah, near the Ottoman frontier, where a German puppet government was established, backed by Ottoman troops.

there was a rumour that the only bearded man safe in Gujarat was then Chief Minister Modi whose police officers were not seen anywhere in the initial days after the Godhra incident as the mayhem spread rapidly.

population. By the end of 1915 the Allies found the situation so menacing that the Russians, supported by the 8,000-strong Russian-officered Persian Cossacks, occupied the north of the country, taking over the capital city of Teheran and, with it, the weak, recently crowned young Shah. The most pro-German of the politicians fled, initially to the holy city of Qum, and later to Kermanshah, near the Ottoman frontier, where a German puppet government was established, backed by Ottoman troops.

The Democrats did play a role in Reconstruction—they worked to block it. The party struck out against Reconstruction in two ways. The first was to form a network of terrorist organizations with names like the Constitutional Guards, the White Brotherhood, the Society of Pale Faces, and the Knights of the White Camelia. The second was to institute state-sponsored segregation throughout the South. Let us consider these two approaches one by one. The Democrats started numerous terror groups, but the most notorious of these was the Ku Klux Klan. Founded in 1866, the Klan was initially led by a former Confederate army officer, Nathan Bedford Forrest, who served two years later as a Democratic delegate to the party’s 1868 national convention. Forrest’s role in the Klan is controversial; he later disputed that he was ever involved, insisting he was active in attempting to disband the organization. Initially the Klan’s main targets weren’t blacks but rather white people who were believed to be in cahoots with blacks. The Klan unleashed its violence against northern Republicans who were accused of being “carpetbaggers” and unwarrantedly interfering in southern life, as well as southern “scalawags” and “white niggers” who the Klan considered to be in league with the northern Republicans. The Klan’s goal was to repress blacks by getting rid of these perceived allies of the black cause. Once again Republicans moved into action, passing a series of measures collectively termed the Ku Klux Klan Acts of 1871. These acts came to be known as the Force Bill, signed into law by a Republican President, Ulysses Grant. They restricted northern Democratic inflows of money and weapons to the Klan, and also empowered federal officials to crack down on the Klan’s organized violence. The Force Bill was implemented by military governors appointed by Grant. These anti-Klan measures seem modest in attempting to arrest what Grant described as an “invisible empire throughout the South.” But historian Eric Foner says the Force Bill did markedly reduce lawless violence by the Democrats. The measures taken by Republicans actually helped shut down the Ku Klux Klan. By 1873, the Klan was defunct, until it was revived a quarter-century later by a new group of racist Democrats.

I'm overweight, despise change, and rarely, if ever, initiate anything. Unlike my friends, I’ve had no drama in my life which might qualify as box office material. If a little more drama came my way, however, I would probably need to purchase some courage in order to withstand it. Oh well, if a bit of change equals a bit of drama, I’m willing to risk it.

If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.

As will be discussed in detail below, it is my contention that such reluctance or delay will actually result in the risk of greater police force being used, because the officer who loses the initiative to an assaultive person will experience an instinctive urgency to "catch up" to protect them from the threat.

The United States policing style of dealing with conflict and crisis requires intelligent leaders with a penchant for boldness and initiative down to the lowest levels. Boldness is an essential moral trait in a leader for it generates power beyond the physical means at hand. Initiative, the willingness to act on one’s own judgment, is a prerequisite for boldness. These traits carried to excess can lead to rashness, but we must realize that errors by frontline street cops stemming from over boldness are a necessary part of learning.  We should deal with such errors leniently; there must be no “zero defects” mentality. Abolishing “zero defects” means that we do not stifle boldness or initiative through the threat of punishment. It does not mean that leaders do not council subordinates on mistakes; constructive criticism is an important element of learning. Nor does it give subordinates free license to act stupidly or recklessly. Not only must we not stifle boldness or initiative, but we must continue to encourage both traits in spite of mistakes. On the other hand, we should deal severely with errors of inaction or timidity. We will not accept lack of orders as justification for inaction; it is each police officers duty to take initiative as the situation demands. We must not tolerate the avoidance of responsibility or necessary risk.

Compound question – A question type that is to be avoided because it contains more than one question, making behavioral analysis of the response difficult due to potential confusion over what part of the question is causing the deceptive behavior. Example: “How frequently do you go running, and where do you typically run?” Confirmation bias – A cognitive bias in which people search for or interpret information in a way that supports an initial belief or a desired outcome. Convincing statement – A true or irrefutable statement made in an effort to convince the accuser and to influence his perception, rather than to convey information that addresses the facts of the case. Denial behavior – A category of verbal deceptive behavior in which a person appears to have a problem with denying an allegation. This can take the form of failing to deny the allegation altogether; providing a nonspecific denial (Example: “I would never do something like that”); or providing an isolated delivery of the denial by burying it in a long-winded answer. Direct observation of concern (DOC) – A transition statement that lies at the low end of the confidence spectrum. Direct observation of guilt (DOG) – A transition statement that lies at the high end of the confidence spectrum.

The Renzettis live in a small house at 84 Chestnut Avenue. Frank Renzetti is forty-four and works as a bookkeeper for a moving company. Mary Renzetti is thirty-five and works part-time at a day care. They have one child, Tommy, who is five. Frank’s widowed mother, Camila, also lives with the family. My question: How likely is it that the Renzettis have a pet? To answer that, most people would zero in on the family’s details. “Renzetti is an Italian name,” someone might think. “So are ‘Frank’ and ‘Camila.’ That may mean Frank grew up with lots of brothers and sisters, but he’s only got one child. He probably wants to have a big family but he can’t afford it. So it would make sense that he compensated a little by getting a pet.” Someone else might think, “People get pets for kids and the Renzettis only have one child, and Tommy isn’t old enough to take care of a pet. So it seems unlikely.” This sort of storytelling can be very compelling, particularly when the available details are much richer than what I’ve provided here. But superforecasters wouldn’t bother with any of that, at least not at first. The first thing they would do is find out what percentage of American households own a pet. Statisticians call that the base rate—how common something is within a broader class. Daniel Kahneman has a much more evocative visual term for it. He calls it the “outside view”—in contrast to the “inside view,” which is the specifics of the particular case. A few minutes with Google tells me about 62% of American households own pets. That’s the outside view here. Starting with the outside view means I will start by estimating that there is a 62% chance the Renzettis have a pet. Then I will turn to the inside view—all those details about the Renzettis—and use them to adjust that initial 62% up or down. It’s natural to be drawn to the inside view. It’s usually concrete and filled with engaging detail we can use to craft a story about what’s going on. The outside view is typically abstract, bare, and doesn’t lend itself so readily to storytelling. So even smart, accomplished people routinely fail to consider the outside view. The Wall Street Journal columnist and former Reagan speechwriter Peggy Noonan once predicted trouble for the Democrats because polls had found that George W. Bush’s approval rating, which had been rock-bottom at the end of his term, had rebounded to 47% four years after leaving office, equal to President Obama’s. Noonan found that astonishing—and deeply meaningful.9 But if she had considered the outside view she would have discovered that presidential approval always rises after a president leaves office. Even Richard Nixon’s number went up. So Bush’s improved standing wasn’t surprising in the least—which strongly suggests the meaning she drew from it was illusory. Superforecasters don’t make that mistake. If Bill Flack were asked whether, in the next twelve months, there would be an armed clash between China and Vietnam over some border dispute, he wouldn’t immediately delve into the particulars of that border dispute and the current state of China-Vietnam relations. He would instead look at how often there have been armed clashes in the past. “Say we get hostile conduct between China and Vietnam every five years,” Bill says. “I’ll use a five-year recurrence model to predict the future.” In any given year, then, the outside view would suggest to Bill there is a 20% chance of a clash. Having established that, Bill would look at the situation today and adjust that number up or down.

Jole wasn’t sure of the advisability of introducing a keen young officer to Vorkosigan notions of initiative. Metaphors about fighting fire with gasoline rose to his mind.