United Airlines Quotes

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

It was in fact the ordinary nature of everything preceding the event that prevented me from truly believing it had happened, absorbing it, incorporating it, getting past it. I recognize now that there was nothing unusual in this: confronted with sudden disaster we all focus on how unremarkable the circumstances were in which the unthinkable occurred, the clear blue sky from which the plane fell, the routine errand that ended on the shoulder with the car in flames, the swings where the children were playing as usual when the rattlesnake struck from the ivy. "He was on his way home from work — happy, successful, healthy — and then, gone," I read in the account of a psychiatric nurse whose husband was killed in a highway accident. In 1966 I happened to interview many people who had been living in Honolulu on the morning of December 7, 1941; without exception, these people began their accounts of Pearl Harbor by telling me what an "ordinary Sunday morning" it had been. "It was just an ordinary beautiful September day," people still say when asked to describe the morning in New York when American Airlines 11 and United Airlines 175 got flown into the World Trade towers. Even the report of the 9/11 Commission opened on this insistently premonitory and yet still dumbstruck narrative note: "Tuesday, September 11, 2001, dawned temperate and nearly cloudless in the eastern United States.

You have more baggage than United Airlines. Cross that out. You have more issues than Medusa, and that woman makes the inside of a cat lady's thoughts seem like a calming place.

lets roll -todd beamer hero of united airlines flight 93

Here, Elizabeth thought, was an answer for her strange new client. How could United Airlines make its customers happy with a below-average experience? By making the experience much, much worse, and making people voluntarily choose to endure it. This was the solution! Make the seats even narrower, the lines even longer, the competition for overhead space even more cutthroat—make it all famously bad and then tell people that they could avoid all of it and have a more or less normally below-average experience for a modest fee. Thus, if they knew beforehand that the experience would be dreadful but they didn’t pay the fee to avoid it, they would be less unhappy about the dreadful experience because, ultimately, they chose to have it. They did it to themselves. It

Flying United, to me, is like crossing the Andes in a prison bus. There is no question in my mind that somebody like Pat Nixon personally approves every United stewardess. Nowhere in the Western world is there anything to equal the collection of self-righteous shrews who staff the “friendly skies of United.” I do everything possible to avoid that airline, often at considerable cost and personal inconvenience.

#NoShade, but if United Airlines were a person, it would be Mischa Barton, just real basic AF.

As he walked along the runway, he came upon a United Airlines pilot. “He tried to sit up,” Martz said. “I saw a huge triangular hole in his forehead and I told him to just lie still and that help was on the way, but it was too late for him.

Delta Airlines recently proposed giving frequent flyers a controversial perk: the option of paying $5 extra to speak to a customer service agent in the United States, rather than be routed to a call center in India. Public disapproval led Delta to abandon the idea.

The closest most people have ever come to understanding what an investment banker does may have been on October 24, 1995, when they heard the outrageous special interest story of the day. The wire services released the story first. It was quickly picked up and parroted by almost every major media outlet in the country as a classic example of Wall Street excess. A fifty-eight-year-old frustrated managing director from Trust Company of the West, on an airplane trip from Buenos Aires to New York City, downed an excessive number of cocktails, got out of his seat in the first-class cabin of a United Airlines flight, dropped his pants, and took a crap on the service cart. There you have it. That’s what bankers do: consume, process, and disseminate.

But one strand of conspiratorial thinking has proven quite eerie, and that is the extraordinary number of elevens associated with the attacks. There are eleven letters in ‘New York City’, ‘The Pentagon’, ‘George W. Bush’ and ‘Afghanistan’. New York was the eleventh state admitted to the union. American Airlines Flight 11 was the first plane to hit the Twin Towers, which incidentally looked like a giant 11, with 92 people aboard; 9 + 2 = 11. United Airlines Flight 175, which struck the South Tower, was carrying 65 people; 6 + 5 = 11. Meanwhile, 11 September is the 254th day of the year (2 + 5 + 4 = 11), with 111 days remaining. Even the popular rendering of the date – 9/11 – adds up to eleven (9 + 1 + 1), as well as resembling the US emergency number, 911. Coincidence? It gets weirder. On 11 March 2004, ten coordinated explosions on four packed commuter trains killed 191 people in Madrid. Numerologists were quick to point out that the date not only contained another eleven and added up to eleven (1 + 1 + 3 + 2 + 0 + 0 + 4 = 11), as did the number of victims (1 + 9 + 1 = 11), but also that it fell exactly 911 days after 9/11.

Apply humor. Lightening up lends perspective to any situation. The following story, sent to me on the Internet, provides a good example of humor diffusing a tense situation: An irate crowd of air travelers stood in a long line at a United Airlines ticket counter after their flight had been canceled, when an angry man walked to the front of the line, threw his ticket on the counter, and yelled, “I want a first-class seat on the next flight out, now!” The harried ticket agent, brushing back a lock of hair, replied, “I'll be glad to help you, sir, as soon as I take care of the people in line.” “You want me to wait in line?“ he yelled even louder. “Do you know who I am?“ The ticket agent hesitated only a moment before picking up the microphone, turning up the PA system, and announcing to the waiting area, “Ladies and gentlemen, there is a man at gate seventeen who does not know who he is. If anyone can help him find his identity—” “Screw you, lady!” the man yelled, storming off. In a parting shot she added, “Sir, I'm afraid you'll have to wait in line for that, too.” Her humor didn't help improve his emotions, but it helped hers. And the previously irate people waiting in the line were now smiling or laughing. No one else complained.

At the other extreme, the consumption tax rate should be very, very high for any products that impose massive negative externalities. Consider handgun ammunition. Currently, one can buy five hundred rounds of 9 mm ammunition for about $110 from online U.S. retailers—about twenty-two cents each. But each round of ammunition has a slight chance of falling into the wrong hands and killing someone. How slight? About 10 billion rounds are sold per year in the United States. There are about thirty thousand gun-related deaths in the United States per year (including suicides, homicides, and accidents). Assuming the typical gun death involves one round of ammo, the chance that any given round will end up killing someone is about thirty thousand divided by 10 billion, or three per million. Now, a person’s life is generally reckoned to be worth about $3 million, according to the usual cost-benefit-risk analyses by highway engineers, airlines, and hospitals. If each bullet has a three per million chance of negating a $3 million life, then that bullet imposes an expected average cost on society of $9. That’s about forty times its conventional retail cost of $0.22, so, by my reasoning, it should be subject to a consumption tax rate of 4,000 percent. This is obviously a rough calculation; it ignores the injury costs of nonlethal shootings (which would increase the tax) and the crime-deterrence effects, if any, of citizens having ammo (which would decrease the tax).

the Big Three own, which include America’s major airlines (American, Delta, United Continental), much of Wall Street (JPMorgan Chase, Wells Fargo, Bank of America, Citigroup) and car makers such as Ford and General Motors. Together, the Big Three are the largest single shareholder in almost 90 per cent of firms listed in the New York Stock Exchange, including Apple, Microsoft, ExxonMobil, General Electric and Coca-Cola. As for the dollar value of the Big Three’s shares, it has too many zeros to mean much. At the time of writing, BlackRock manages nearly $10 trillion in investments, Vanguard $8 trillion and State Street $4 trillion. To make sense of these numbers: they are almost exactly the same as the US national income; or the sum of the national incomes of China and Japan; or the sum of the total income of the eurozone, the UK, Australia, Canada and Switzerland.

{{AA-Pet Service}}How much does American Airlines charge for a pet? American Airlines charges $150 per kennel for carry-on pets on flights within the U.S.1(855)550-0744, Canada, Mexico, Central America, and the Caribbean. For active-duty U.S. military and State Department personnel on official orders, the fee for checked pets is $200 per kennel ($150 for Brazil)1(855)550-0744. Fees apply to tickets issued on or after February 20, 2024. American Airlines charges $150 to carry-on a pet in a kennel1(855)550-0744 on most flights within and between the United States and Canada, Mexico, Central America, and the Caribbean. The fee for checked baggage varies by region and service1(855)550-0744. How strict are American Airlines with pets? American Airlines has strict pet policies. Carry-on pets must stay in an approved carrier under the seat1(855)550-0744. Checked pets are only allowed for military and State Department personnel on orders1(855)550-0744. Breed, size, and weather restrictions apply.

Under the Fugitive Persons Act, those who escape from service are to be captured and returned, anywhere they are found in the United States, slave state or free. All law enforcement agencies are obliged to assist in these operations when called upon (as, indeed, “all good citizens” are so obliged), but it is the US Marshals Service that is specifically charged with the job. This law was passed in the ancient year of 1793 under its old name, but it’s been updated repeatedly: strengthened in 1850, reinforced in 1861, revised and strengthened a half dozen times since. When, in 1875, Congress at last ended slavery in the nation’s capital, the slaveholding powers were appeased by the raising of fees for obstruction. When President Roosevelt, in 1935, proposed the creation of a “comprehensive regulatory framework” for the plantations (and the Bureau of Labor Practices to enforce it), he quieted howling southern senators with a sweeping immunity bill, shielding US marshals from zealous northern prosecutors. Tit for tat. Give and take. Negotiation and conciliation. Compromise. It’s how the Union survives. People

We hear all this talk about integrating the world economically, but there is an argument to be made for not integrating the world economically. Because what is corporate globalization? It isn't as if the entire world is intermeshed with each other. It's not like India and Thailand or India and Korea or India and Turkey are connected. It's more like America is the hub of this huge cultural and economic airline system. It's the nodal point. Everyone has to be connected through America, and to some extent Europe. When powers at the hub of the global economy decide that you have to be X or Y, then if you're part of that network, you have to do it. You don't have the independence of being nonaligned in some way, politically or culturally or economically. If America goes down, then everybody goes down. If tomorrow the United States decides that it wants these call center jobs back, then overnight this billion-dollar industry will collapse in India. It's important for countries to develop a certain degree of economic self-sufficiency. Just in a theoretical sense, it's important for everybody not to have their arms wrapped around each other or their fingers wrapped around each others' throats at all times, in all kinds of ways.

Sinatra was ill. He was the victim of an ailment so common that most people would consider it trivial. But when it gets to Sinatra, it can plunge him into a state of anguish, deep depression, panic, even rage. Frank Sinatra had a cold. Sinatra with a cold is Picasso without paint, Ferrari without fuel- only worse. For the common cold robs Sinatra of that uninsurable jewel, his voice, cutting into the core of his confidence, and it not only affects his own psyche but also seems to cause a kind of psychosomatic nasal drip within dozens of people who work for him, drink with him, love him, depend on him for their own welfare and stability. A Sinatra with a cold can, in a small way, send vibrations through the entertainment industry and beyond as surely as a president of the United States, suddenly sick, can shake the national economy. For Frank Sinatra was now involved with many things involving many people—his own film company, his record company, his private airline, his missile-parts firm, his real-estate holdings across the nation, his personal staff of seventy-five—which are only a portion of the power he is and has come to represent. He seemed now to be also the embodiment of the fully emancipated male, perhaps the only one in America, the man who can do anything he wants, anything, can do it because he has the money, the energy, and no apparent guilt.

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

Sometimes just to see what was happening, my father would drive to the airport. Newark Airport was the first major airport serving the greater New York area. It was opened for traffic on October 1, 1928, on 68 acres of reclaimed marshland next to the Passaic River. The Port Authority of New York and New Jersey later took it over from the Army Air Corps in 1948 and started a major improvement program. Driving by and seeing activity from the road, we drove to where Eastern Airlines had a shiny new DC-3 on display, and as luck would have it, it was open to the public. It was an exciting moment when I boarded this aircraft and discovered that it was first constructed in 1934, the same year I was born. An example of modern technology, it was the first modern airliner and the forerunner of commercial aviation. It would still be years before I would learn to fly an airplane, but for now, things could not get much better. On our way back to Jersey City, we drove over the Pulaski Skyway, one of the first elevated highways in the country. The United States was trying to crawl out of the worst depression ever and government projects, backed by stimulus money, were everywhere. The Tennessee Valley Authority was building dams to run hydroelectric generators in the South, and big projects like Boulder Dam were being built out West along the Colorado River. The nation’s electrical grid was expanding by leaps and bounds and highway construction projects with new bridges were being built. The United States was growing once again, and I was there to see it!

Investigations revealed that two Venezuelan nationals, Freddy Lugo and Hernán Ricardo Lozano, who had been employed by Luis Posada Carriles, planted the bombs that destroyed a Cuban airliner. The men admitted to the crime and confessed that they were acting under Luis Posada’s orders. During the ensuing investigation, explosives, weapons and a radio transmitter were discovered at Posada’s private detective agency, in Venezuela. Posada was arrested and jailed in Venezuela. Freddy Lugo and Hernán Ricardo Lozano were sentenced to 20-year prison terms. It was later learned that Posada was overheard saying, “We are going to hit a Cuban airplane and Orlando has the details.” Posada was tried and while awaiting a verdict escaped from prison once again. Apparently a sizeable bribe was paid to his guards and other authorities making it possible to buy his way out dressed as a priest. Once out he fled from Venezuela to Panama and then to the United States. It was only after his return to the United States and he was assigned to Nicaragua, as a deputy to Félix Rodríguez that his CIA connection became apparent. Félix Rodríguez was the CIA Operative who helped capture “Che” Guevara in the Bolivian highlands. After an investigation of Posada’s background by the press it became apparent that Posada was responsible for 41 bombings during the Contra conflict. By his own admission, he also planned numerous attacks against Cuba. In 1997, it was discovered that Posada was involved in a series of terrorist bombings in Cuba, with the intent of disrupting the country’s fledgling tourist industry.

Representing the apogee of human rights and humanitarian sentiments among post-war U.S. presidents, Carter also rebuffed Iranian demands for an apology from the U.S. for installing the Shah in power since 1953 and the subsequent decades of the S.A.V.A.K. torture that continued well into this ‘soft’ Democrat’s administration: ‘I don’t think we have anything to apologize for,’ assured Henry Kissinger. Ruminating about the United States of Amnesia, Carter’s principal White House aide for Iran throughout the crisis, Mr. Gary Sick, admitted that from the standpoint of U.S. policy-makers ‘anything that happened more than a quarter century before—even an event of singular importance—assumes the pale and distant appearance of ancient history. In Washington, by 1978, the events of 1953 had all the relevance of a pressed flower.’ Barely over a year before the Iranian people toppled this modernizing despot, Carter toasted the Shah’s Iran as ‘an island of stability,’ which he called a ‘great tribute to the respect, admiration and love of your people for you’. A defiant George H.W. Bush announced, after the U.S. shot down a large Iranian airliner filled with 290 civilians, ‘I will never apologize for the United States of America. I don’t care what the facts are.’25

The David Dao incident is a classic example of how a poor articulation of company values can weaken the culture. The employees on the ground believed they needed to bump passengers from the flight so that United could get another flight crew to their plane (i.e., “flying right”) and that meeting metrics such as on-time departures and flight cancellations was more important than treating customers with “respect and dignity” (which most of us would agree does not include breaking their noses and knocking out their teeth). In contrast, Southwest Airlines is not only clear about its company values but makes them the emphasis of hiring and management. The mentality isn’t: “We’ll know it when we see it.” Instead, it is: “Does this person already live the way we do?” The company uses behavioral interview questions to determine whether candidates are a cultural fit. For example, to determine someone’s ability to be a selfless team player, they might ask her to describe a time when she went above and beyond to help a coworker succeed. The airline acknowledges that certain positions call for specific skill sets. As Southwest puts it, “We’re not going to hire a pilot who has a great attitude but can’t fly a plane!” But, when it comes down to two equally qualified candidates, the one who lives Southwest’s values receives the offer. And, even when Southwest finds a qualified candidate who doesn’t have the right values, it will keep looking until it finds someone who does—no matter how long the job has gone unfilled.

Culture is critical because it influences how people act in the absence of specific directives and rules, or when those rules reach their breaking point. In a notorious example from 2017, acting at the request of United Airlines, Chicago Department of Aviation employees forcibly dragged passenger David Dao off an overbooked flight, breaking his nose, knocking out two of his teeth, and giving him a significant concussion in the process. The next morning, United CEO Oscar Munoz sent a rather perplexing e-mail to United Airlines employees.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

Between 1931 and 1946, Pan American Airways had 28 flying boats known as “Clippers,” These four radial engine aircraft were S-40’s and 42’s built in 1934, later replaced by Boeing 314 Clippers, that became the familiar symbol of the company. Following the war, Pan American Airways flew land based airliners such as the Boeing 377 Stratocruiser, developed from the C-97, Stratofreighter, and a military derivative of the B-29 Superfortress, used as a troop transport, and the DC-4 series, converted from the blueprints of the C-54 Skymaster. Both of these airliners were originally developed for the United States Army Air Corps, during World War II. On January 1950 Pan American Airways Corporation adopted the name it had been unofficially called since 1943, and formally became “Pan American World Airways, Inc.” That September Pan American bought out American Airlines’ overseas division and simultaneously placed an order for 45 DC-6Bs, replacing their DC-4’s. Throughout Pan-American was known simply as Pan-Am. The Douglas DC-6 is a four engine “Double Wasp” radial piston-powered airliner manufactured for long flights. It was built by the Douglas Aircraft Company from 1946 until 1958. More than 700 were built between those years and some are still flying today. The rugged, reliable DC-6B, was regarded as the ultimate piston-engine airliner, from the perspective of having excellent handling qualities and relatively economical operations.

A good part of the state’s assets were privatized, including electric power distribution, banks, and telecommunications. The country lacks a national currency, having shifted from the colón to the U.S. dollar in 2001. The country’s main export is people, who travel to and remain in the United States and other countries and send back remittances, which constitute one of the largest contributions to the nation’s GDP; drug money-laundering may bring in more than remittances, but nobody knows for sure. A sizable proportion of economically viable enterprises are now owned wholly or partially by multinational corporations, including the important banks, all communications (mobile phones and internet), beer, petroleum derivatives, and airlines. The country imports a lot of what it consumes, especially foodstuffs, energy, and health products, which is reflected in a chronic trade deficit that would be unsustainable were it not for remittances.

Follow-up Call (Script) Seller: “Hello Mr. Prospect, my name is Tom Freese, and I’m the regional manager for KnowledgeWare in Kansas City. I wanted to contact you about the CASE application development seminar we are hosting at IBM’s Regional Headquarters on August 26. Do you remember receiving the invitation we sent you? (Pause for a response) “Frankly, we are expecting a record turnout—over one hundred people, including development managers from Sprint, Hallmark Cards, Pepsi Co., Yellow Freight, Kansas Power & Light, the Federal Reserve Bank, Northwest Mutual Life, American Family Life, St. Luke’s Hospital, Anheuser-Busch, MasterCard, American Express, Worldspan, and United Airlines, just to name a few. “I wanted to follow up because we haven’t yet received an RSVP from your company, and I wanted to make sure you didn’t get left out.” Granted, this was a highly positioned approach, but it was also 100 percent accurate. I wanted prospects to know that IBM was endorsing this event. I also wanted to let them know that I expected “everyone else” to participate. I accomplished this by rattling off an impressive list of marquee company names that we were “expected” to attend. Most importantly, I wanted to make sure that they didn’t get left out.

What are we talking about in 2001? A Tuesday morning with a crystalline sky. American Airlines Flight 11 from Boston to Los Angeles crashes into the North Tower of the World Trade Center at 8:46 a.m. United Airlines Flight 175, also from Boston to Los Angeles, crashes into the South Tower at 9:03. American Airlines Flight 77 from Washington Dulles to Los Angeles hits the Pentagon at 9:37 a.m. And at 10:03 a.m., United Flight 93 from Newark to San Francisco crashes in a field near Shanksville, Pennsylvania. There are 2,996 fatalities. The country is stunned and grief-stricken. We have been attacked on our own soil for the first time since the Japanese bombed Pearl Harbor in December 1941. A man in a navy-blue summer-weight suit launches himself from a 103rd-floor window. An El Salvadoran line chef running late for his prep shift at Windows on the World watches the sky turn to fire and the top of the building—six floors beneath the kitchen where he works—explode. Cantor Fitzgerald. President Bush in a bunker. The pregnant widow of a brave man who says, “Let’s roll.” The plane that went down in Pennsylvania was headed for the Capitol Building. The world says, America was attacked. America says, New York was attacked. New York says, Downtown was attacked. There’s a televised benefit concert, America: A Tribute to Heroes. The Goo Goo Dolls and Limp Bizkit sing “Wish You Were Here.” Voicemail messages from the dead. First responders running up the stairs while civilians run down. Flyers plastered across Manhattan: MISSING. The date—chosen by the terrorists because of the bluebird weather—has an eerie significance: 9/11. Though we will all come to call it Nine Eleven

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They had provided insights for the article in the President’s Daily Brief received by George W. Bush on August 6, 2001, headlined BIN LADIN DETERMINED TO STRIKE IN US. “It’s Bin Laden,” Blee insisted to his colleagues. They were still arguing among themselves at 9:03 a.m. when United Airlines Flight 175 struck the World Trade Center’s South Tower.6

American Express (AXP) Apple (AAPL) Bank of America (BAC) Bank of New York Mellon (BK) Charter Communications (CHTR) The Coca-Cola Company (KO) Delta Air Lines (DAL) Goldman Sachs (GS) JPMorgan Chase (JPM) Moody's (MCO) Southwest Airlines (LUV) United Continental Holdings (UAL) U.S. Bancorp (USB) USG Corporation (USG) Wells Fargo (WFC)

100 Air China: 22" × 16" × 8" (max: Economy, 11 pounds/Business, 2 pieces of luggage, 17 pounds each) 101 American Airlines: 22" × 14" × 9" (max: undisclosed) 102 Delta Air Lines: 22" × 14" × 9" (max: 15 pounds when flying out of Singapore Changi Airport, 22 pounds when flying out of Beijing Capital Airport and Shanghai Pudong Airport) 103 EasyJet: 22" × 17.7" × 9.8" (max: undisclosed) 104 Emirates: 22" × 15" × 8" (max: 15 pounds) 105 Quantas: 22" × 14.2" × 9" (max: 15 pounds) 106 Ryanair: 21.7" × 15.7" × 7.9" (max: 22 pounds) 107 Southwest Airlines: 24" × 16" × 10" (max: 15.4 pounds) 108 Turkish Airlines: 21.7" × 15.7" × 9" (max: 17.6 pounds) 109 United Airlines: 22" × 14" × 9" (max: undisclosed)

permission from a judge. Airline travel has changed too; thanks to the newly created Transportation Security Administration (TSA), passengers traveling by plane now face carry-on restrictions, complicated screenings, and invasive pat-downs. Nearly twenty years after 9/11, the United States remains in a national state of emergency. The World Trade Center was rebuilt, with the new One World Trade Center building officially

I turned fifty and decided to take a break. After twenty-five years of working, it seemed like a good idea. Honestly, I was feeling depleted. I still cared about my career and realized, amid a worsening economic climate, that I was lucky to have one. But that appreciation felt more lodged in my head than my heart. One day, United Airlines sent me a card, along with some new luggage tags, offering congratulations on having flown 2 million miles. Quick arithmetic translated all those zeroes into the equivalent of flying from one side of the country to the other every single day—Sundays, holidays, birthdays, sick or well—for more than two years. Maybe the card from United should have offered condolences. It all added up to an abiding fatigue. And a question: Did I want to fly 2 million more miles over the next twenty-five years of my life? Was I having a low-grade midlife crisis? I had no red sports car, reckless affair,

Cuban Aircraft are Seized During the early 1960’s, Erwin Harris sought to collect $429,000 in unpaid bills from the Cuban government, for an advertising campaign promoting Cuban tourism. Holding a court order from a judge in Florida and accompanied by local sheriff’s deputies, he searched the East Coast of the United States for Cuban property. In September 1960, while Fidel was at the United Nations on an official visit, Harris found the Britannia that Castro had flown in to New York. That same day the front page of The Daily News headlined, “Cuban Airliner Seized Here.” Erwin Harris continued by seizing a C-46, which was originally owned by Cuba Aeropostal and was now owned by Cubana, as well as other cargo airplanes. He seized a Cuban Naval vessel, plus 1.2 million Cuban cigars that were brought into Tampa, Florida, by ship. In Key West, Harris also confiscated railroad cars carrying 3.5 million pounds of cooking lard destined for Havana. All of these things, excepting the Britannia, were sold at auction. Nikita S. Khrushchev, the Soviet premier, replaced the airplane that had been confiscated. On September 28th, Castro boarded the Soviet aircraft at Idlewild Airport smiling, most likely because he knew that his Britannia airplane would be returned to Cuba due to diplomatic immunity.

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

The attack on 9/11 was a localized event, affecting only a relatively small number of Americans. As indicated earlier, the general threat of terrorism, even factoring in the large death toll on that tragic day, produces a statistically insignificant threat to the average person’s life. People across the country, however, were gripped with fear. And because we are an object-oriented people, most felt the need to project that fear onto something. Some people stopped flying in airplanes, worried about a repeat attack—and for years afterward, air travel always dipped on the anniversary of 9/11.4 Of course, this was and is an irrational fear; it is safer to travel by plane than by car. According to the National Safety Council, in 2010 there were over 22,000 passenger deaths involving automobiles, while no one died in scheduled airline travel that year.5 Nevertheless, Congress responded by rushing through the USA PATRIOT Act six weeks after 9/11—a 240-plus page bill that was previously written, not available to the public prior to the vote, and barely available to the elected officials in Congress, none of whom read it through before casting their votes.6 Two weeks previous to the bill’s passage, President Bush had announced the establishment of the Office of Homeland Security to “develop and coordinate the implementation of a comprehensive national strategy to secure the United States from terrorist threats or attacks.” He explained that “[t]he Office will coordinate the executive branch’s efforts to detect, prepare for, prevent, protect against, respond to, and recover from terrorist attacks within the United States.”7 The office’s efforts culminated in the creation of the Department of Homeland Security (DHS) one year later as a result of the Homeland Security Act of 2002. This law consolidated executive branch organizations related to “homeland security” into a single Cabinet department; twenty-two total agencies became part of this new apparatus. The government, responding to the outcry from a fearful citizenry, was eager to “do something.” All of this (and much, much more), affecting all Americans, because of a localized event materially affecting only a few. But while the event directly impacted only a small percentage of the population, its impact was felt throughout the entire country.

a team of suspected terrorists had boarded an aircraft in London that they were going to hi-jack.  Their target aircraft was a new 747 Jumbo Jet.  The terrorists didn’t realize the aircraft had been switched to a smaller 707 until after they were aboard and the aircraft was taxing.  Airline officials said they had planted a note in the first class bathroom notifying the Captain of their intent to take over the plane.  Sources also revealed that once they realized the aircraft wasn’t a 747 they tried to retrieve the note but it was too late, a stewardess had accidentally discovered it during the climb out while the fasten seat belt lights were still on and people weren’t allowed to move around the cabin.  The aircraft had been diverted to Shannon, and British authorities had taken ten suspected terrorists into custody.  After a slight delay, the aircraft had continued to the United States without further incident.      Marguerite and I looked at one another for several seconds.  She broke into a grin and said, “Well, looks like we sure dodged the bullet on that one and it will make a great story for our grandchildren.”      “Yes, it will.  I wonder if we’d ever known what happened if we hadn’t just happened to catch that news broadcast.

In the aftermath of the attacks on the United States – that included chaotic overall of airline security – and the exploding tensions in Nepal, friends thought it ill-advised for me to board a flight to Kathmandu. Yet my existence at home felt so tenuous and unpredictable that political unrest in Asia barely registered. Also, it seemed more important than ever for me to keep going, not only overseas but also in the direction of a more satisfying life. Somehow the two felt connected.

United Airlines 173 was a traumatic incident, but it was also a great leap forward,” the aviation safety expert Shawn Pruchnicki says. “It is still regarded as a watershed, the moment when we grasped the fact that ‘human errors’ often emerge from poorly designed systems. It changed the way the industry thinks.” Ten people died on United Airlines 173, but the learning opportunity saved many thousands more.

At United, the ads are generous: “Every passenger gets warmth, friendliness and extra care. And someone may get a wife.” At American, ads boast that the airline’s stews are marriage material. “A girl who can smile for five hours is hard to find,” the brochure says, “not to mention a wife who can remember what 124 people want for dinner.

Sometimes, just to see what was happening, my father would drive to the airport…. Before my birth, during the “Roaring 20’s” Newark Airport was the first major airport to serve the greater New York area. It was opened for traffic on October 1, 1928, on 68 acres of reclaimed marshland adjacent to the Passaic River. The Port Authority of New York and New Jersey later took it over from the Army Air Corps and in 1948 started a major expansion and improvement program. Driving by and seeing activity from the road, we drove to where Eastern Airlines had a shiny new DC-3 on display, and as luck would have it, it was open to the public. It was an exciting moment when I boarded this aircraft and discovered that it was first constructed in 1934, the same year I was born. An example of modern technology, it was the first modern airliner and the forerunner of commercial aviation. The DC-3 was used during World War II, when the military version was identified as the C-47. After the war it continued as the primary carrier keeping Berlin open during the Berlin Airlift. On June 24, 1948 the Soviets prevented access to Berlin to the Western Allies’. Two days after the Soviet (Russians) announcement of the blockade, the United States Air Force airlifted the first cargo into Berlin. The American nicknamed the effort, "Operation Vittles," while British pilots dubbed the operation "Plain Fare." In July 1948, the operation was renamed the Combined Airlift Taskforce. Normal daily food requirements for Berlin were 2,000 tons with coal, for heating homes, being the number one commodity and two -thirds of all the tonnage flown in. The airlift ended on May 12, 1949 when the Soviets realized that the blockade wasn’t effective against the “Allied Resolve” and reopened the roads into Berlin.

Had United Flight 93 taken off on schedule, instead of forty-one minutes late, and the passengers hadn’t had time to learn of the other attacks and storm the cockpit, the plane might very well have successfully continued to Washington and hit the Capitol at about the same time as American Airlines Flight 77 hit the Pentagon. “With hundreds dead and perhaps hundreds of others in burn units in hospitals, Congress would likely have been without a quorum, without a building, without the ability to function,” American Enterprise Institute scholar Norm Ornstein worried.

I grew up in, the concept of “La Familia” is by no means exclusive to the bond between blood relatives. When I was growing up, every older person was a “tio” or “tia” (uncle or aunt), and I referred to so many people as cousins who, biologically speaking, were not.

Almost one hundred and thirteen minutes elapsed between the time American Airlines Flight 11 lost contact and was hijacked at 8:13:31 until the time United Airlines Flight 93 crashed in Shanksville, Pennsylvania at 10:06:05. One hour and fifty-three minutes went by and the USAF did not intercept any one of these four "hijacked" airliners.

En una de sus famosas cartas a los inversores, Jeff Bezos destacó que lo que acaba con las compañías maduras es su apego poco saludable a los procesos acostumbrados. Solo hay que preguntarle a Óscar Muñoz, CEO de United Airlines, quien defendió a los empleados de la aerolínea que sacaron a un pasajero a rastras de un avión, porque «habían seguido los protocolos preestablecidos para hacer frente a ese tipo de situaciones».

I have only flown one trip with Frontier Airlines. Outbound they canceled my flights which stranded me in Denver when the final destination was Atlanta. I had to buy a United Airlines ticket to get to Atlanta. I was told I would receive a full refund, but that never happened (fraud?). I purchased the same return ticket again and had a 3-4 hour delay in Atlanta while they flew in a pilot from another city to fly the plane! Expect your personal item to be checked for size on most flights – you will pay more to take it onboard if it is too big. They are at the bottom of my choice of airline for flying now.

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Do yourself a favor and run down the list of businesses started during depressions or economic crises. Fortune magazine (ninety days after the market crash of 1929) FedEx (oil crisis of 1973) UPS (Panic of 1907) Walt Disney Company (After eleven months of smooth operation, the twelfth was the market crash of 1929.) Hewlett-Packard (Great Depression, 1935) Charles Schwab (market crash of 1974–75) Standard Oil (Rockefeller bought out his partners in what became Standard Oil and took over in February 1865, the final year of the Civil War.) Coors (Depression of 1873) Costco (recession in the late 1970s) Revlon (Great Depression, 1932) General Motors (Panic of 1907) Procter & Gamble (Panic of 1837) United Airlines (1929) Microsoft (recession in 1973–75) LinkedIn (2002, post–dot-com bubble) For the most part, these businesses had little awareness they were in some historically significant depression. Why? Because the founders were too busy existing in the present—actually dealing with the situation at hand.

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Sir Richard Branson who owns an island, lives on the island for the purposes of avoiding British taxes in the British Virgin islands, he's got his bowl out, demanding a 7.4 billion pound bailout for Virgin Airlines.

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