United Team Quotes

How power is used in organizations determines whether it unites us with trust or divides us with fear

When we involve others in spontaneous acts of kindness, we go from being strangers to becoming a united team connected at the heart level.

What does it mean when someone supports Manchester United or whatever it's called?" ... "They always win. So they've started believing they deserve to.

United you will be more than a match for your enemies. But if you quarrel and separate, your weakness will put you at the mercy of those who attack you.

Everything in the world starts small and then becomes bigger—except bad things. They start big, and then get smaller.

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.

The cost of leadership,” explains Lieutenant General George Flynn of the United States Marine Corps, “is self-interest.

We cannot win in team situations or in relationships by ourselves. It is like trying to pick up a pencil with only one finger...Even if that one finger is extremely strong, it will prove almost impossible to pick up that pencil unless you use your other fingers or some other part of your hand. Teamwork is a bit like using all of your fingers. Each one is unique and contributes something different, but they unite in pursuit of a common goal.

My name is Lieutenant Meyer. I'll be your rescuer today. This rescue of your person is brought to you by the United States Navy and SEAL Team 8. we hope you have a nice rescue, and please feel free to fill out the questionnaire at the end of the trip. Tips are welcome.

Iubirea e nesăţioasă, de un egoism sălbatic, vrea să-i sacrifici tot fără a-i cere nimic în schimb, mulţumindu-te doar cu ceea ce-ţi oferă. Eu am rîvnit totul de la tine pentru că îţi dădusem totul. Oricum, ceva mai bun decît mine nu puteam să-ţi dau. De aici a pornit eroarea, de la acest schimb în aparenţă just. Dar ce experienţă aveam, de unde să ştiu că iubirea dintre două fiinţe nu e egală, că balanţa atîrnă cînd într-o parte, cînd într-alta după imponderabile de care arar ne dăm seama. În cazul nostru balanţa atîrna în favoarea ta, lanţurile cu care mă încătuşai erau mai puternice decît ale mele. De ce te-am judecat luîndu-mă pe mine drept unitate de măsură? Bărbatul, datorită se vede eului său aşa-zis "superior", se dă dragostei cu prudenţă, păstrînd rezerve pentru sine, de aceea îşi păstrează, măcar parţial, echilibrul. Pe cînd noi, femeile, cînd iubim, ne dăm integral mistuindu-ne în aşa fel încît nu ne rămîne decît umbra celor ce am fost. Iată de ce prăbuşirea noastră în lipsa coloanei vertebrale e aşa de catastrofală.

These men of the special forces have had other optinos in their lives, other paths, easier paths they could have taken. But they took the hardest path, that narrow causeway that is not for the sunshine patriot. They took the one for the supreme patriot, the one that may require them to lay down their lives for the United States of America. The one that is suitable only for those who want to serve their country so bad, nothing else matters. That's probably not fashionable in our celebrity-obsessed modern world. But special forces guys don't give a damn about that either.....They are of course aware of a higher calling, because they are sworn to defend this country and to fight its battles.

For over 220 years, Marines have served at the end of America’s operational reach—on freedom’s far frontiers. These Marines are the backbone of the ARG/MEU (SOC) team, our regional commanders’ force of choice for both forward presence and crisis response.

No one person can do everything . . . but we can all do something.

One minute you’re gettin a nice blow job, the next it’s like fuckin Vietnam, assault teams everyplace you look, scuba units climbin out of the Jacuzzi, chicks runnin around screaming. . . .

I've never met any of these women before, and I will never see any of them after today. I don't know their names and they don't know mine. I've been on teams and in clubs my whole life, surrounded by people who are united by a common purpose, and I have never felt anything like this. Maybe it's the gas, but until this moment, I have never felt such a kinship with a person who was not actually family. I love every person in this room, and I'm pretty sure that if they asked, I'd do anything for them. Anything, except have a baby.

And you think that's it? All is forgiven and he'll just be cool with me having Storm King's grandchildren because we're all united in some super team? That's naive." Dorian's face suddenly hardened. "Equally naive is the thought that I would carelessly allow him to do anything to you or your children. How many times do I have to convince you of my protection? Do you really think that if he comes back here and attempts to harm one hair on your head, I'll allow it? Eugenie, if he so much as looks at you in a way I don't like, Rurik and his conspirators over there won't have a chance to act because I'll have long since run that bastard kitsune through myself." Dorian's tone astonishingly became light and easy again. "Now then. I wonder where we'll be making camp tonight.

Some mothers seem to have the capacity and energy to make their children's clothes, bake, give piano lessons, go to Relief Society, teach Sunday School, attend parent-teacher association meetings, and so on. Other mothers look upon such women as models and feel inadequate, depressed, and think they are failures when they make comparisons... Sisters, do not allow yourselves to be made to feel inadequate or frustrated because you cannot do everything others seem to be accomplishing. Rather, each should assess her own situation, her own energy, and her own talents, and then choose the best way to mold her family into a team, a unit that works together and supports each other. Only you and your Father in Heaven know your needs, strengths, and desires. Around this knowledge your personal course must be charted and your choices made.

One day the UN Secretary General proposes that, in the interest of global peace and harmony, the world's soccer players should come together and form one United Nations global soccer team. "Great idea," says his deputy. "Er, but who would we play?" "Israel, of course.

Rephrase the words "staff members" into team members. Because the people in our team are far more than employees, or colleagues. We are a unit!

One note does not make a symphony; one artist does not make an orchestra.

May we unite in our diverse pursuits to create a peaceful world.

If you can assemble a team of 11 talented players who concentrate intently during training sessions, take care of their diet and bodies, get enough sleep and show up on time, then you are almost halfway to winning a trophy. It is always astonishing how many clubs are incapable of doing this.

The two major determinants of idea flow, Pentland has found, are “engagement” within a small group like a team, a department, or a neighborhood, and “exploration”—frequent contact with other units. In other words: a team of teams.

...and I am left feeling that no matter how much the drip-drip-drip of hostility toward us is perpetuated by the liberal press, the American people simply do not believe it. They are rightly proud of the armed forces of the United States of America. They innately understand what we do. And no amount of poison about our alleged brutality, disregard of the Geneva Convention, and abuse of the human rights of terrorists is going to change what most people think...Some members of the media might think they can brainwash the public any time they like, but I know they can't. Not here. Not in the United States of America.

This was what Dan and Matt had been waiting for all semester: a catalyst to finally unite the team.

The CIA also maintains countless paramilitary and pseudobusiness organizations that weave in and out of legitimacy and do business much as their civilian counterparts would.

It is always of paramount importance to know that the information we have is not planted, false or a product of deception.

The analogy we use around here sometimes, and I think it’s accurate, is if a jayvee team puts on Lakers uniforms that doesn’t make them Kobe Bryant.

Of course I need you. I have no experience in anything like this. None of us do. Sometimes humans can’t help but let emotion bleed through into the feed. She was furious and frightened, not at me, at the people who would do this, kill like this, slaughter a whole survey team and leave the SecUnits to take the blame. She was struggling with her anger, though nothing showed on her face except calm concern. Through the feed I felt her steel herself. You’re the only one here who won’t panic. The longer this situation goes on, the others . . . We have to stay together, use our heads. That was absolutely true. And I could help, just by being the SecUnit. I was the one who was supposed to keep everybody safe. I panic all the time, you just can’t see it, I told her. I added the text signifier for “joke.” She didn’t answer, but she looked down, smiling to herself.

The thing I got to thinking about,' he said, 'is--what are the conditions that lead to larger portions of society being generous, humble, and selfless? While we have the conditions for economic opportunity here--and that is a blessing--do we have the conditions to learn how to self-regulate our own passions for the good of the whole?

What do you have to forget or overlook in order to desire that this dysfunctional clan once more occupies the White House and is again in a position to rent the Lincoln Bedroom to campaign donors and to employ the Oval Office as a massage parlor? You have to be able to forget, first, what happened to those who complained, or who told the truth, last time. It's often said, by people trying to show how grown-up and unshocked they are, that all Clinton did to get himself impeached was lie about sex. That's not really true. What he actually lied about, in the perjury that also got him disbarred, was the women. And what this involved was a steady campaign of defamation, backed up by private dicks (you should excuse the expression) and salaried government employees, against women who I believe were telling the truth. In my opinion, Gennifer Flowers was telling the truth; so was Monica Lewinsky, and so was Kathleen Willey, and so, lest we forget, was Juanita Broaddrick, the woman who says she was raped by Bill Clinton. (For the full background on this, see the chapter 'Is There a Rapist in the Oval Office?' in the paperback version of my book No One Left To Lie To. This essay, I may modestly say, has never been challenged by anybody in the fabled Clinton 'rapid response' team.) Yet one constantly reads that both Clintons, including the female who helped intensify the slanders against her mistreated sisters, are excellent on women's 'issues.

Many building custodians across the country would tell you that UCLA left the shower and dressing room the cleanest of any team. We picked up all the tape, never there soap on the shower floor for someone to slip on, made sure all the showers were turned off and all towels were accounted for. The towels were always deposited in a receptacle, if there was one, or stacked nearly near the door. It seems to me that this is everyone's responsibility-not just the mangers's. Furthermore, I believe it is a form of discipline that should be a way of life, not to please some building custodian, but as an expression of courtesy and politeness that each of us owes to his follow-man. These little things establish a spirit of togetherness and consideration that help unite the team into a solid unit.

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

One reason she had been as successful an assassin had always been her attention to detail, but the weeks of using the cream to maintain her disguise as the hapless dock technician, were taking their toll. Details slipped her mind occasionally, and concentrating was sometimes hard. She’d used the time she had available to study her target, learn his mannerisms and speech pattern, food and clothing preferences. Most of this possible with the right programs and access to the dock AI system. Those hours ‘at work’ in the Fabrication Unit had been well spent, and supplemented by frequenting places where she could observe him. The lack of her usual team of ‘daemons’ had created a number of difficulties, and though she wondered how Security had managed to take them down so quickly, she didn’t waste time worrying over it. Now she knew who he associated with, and his sexuality—all of it vital if she was to escape detection in such a high profile role.

You’ve got no idea how to work inside of a unit. Be part of a team. A family.

On a team, it’s not the strength of the individual players, but the strength of the unit and how they all function together

Falkner sometimes thought her heart was a voodoo doll, full of pins. One each for Ben and the girls. One for each member of the team. She felt the new pin slide in and hoped for the best.

In December 1981, the American-trained Atlacatl Battalion began its systemic execution of over 750 civilians in the Salvadoran village of El Mozote, including hundreds of children under the age of 12. The soldiers were thorough and left only one survivor. At first they stabbed and decapitated their victims, but they turned to machine guns when the hacking grew too tiresome (a decade later, an exhumation team digging through the mass graves found hundreds of bullets with head stamps indicating that the ammunition was manufactured in Lake City, Missouri, for the U.S. government).

Kevin's mother Kayleigh Day and Riko's uncle Tetsuji Moriyama created the sport roughly thirty years ago while Kayleigh was studying abroad in Fukui, Japan. What started as an experiment spread from their campus to local street teams, then across the ocean to the rest of the world. Kayleigh brought it home with her to Ireland after completing her degree and the United States picked it up soon after.

I had already been accepted by the University of Michigan, when this offer to me of an appointment to the United States Military Academy came out of the blue. The offer arrived at a low point in my father’s life, when he needed something to boast about which would impress our simple-minded neighbors. They would think an appointment to West Point was a great prize, like being picked for a professional baseball team.

Beanfest also holds the Great Arkansas Championship Outhouse Race in which teams from Arkansas and states as far as Louisiana and Missouri push outhouses built on wheels in a bid for the coveted gold toilet seat trophy.

From now on, try to look at the world as if it were a gigantic ice cream store. What makes it so great is that it contains a combination of so many unique flavors, and this is why people love it so much. If you want to keep enjoying all the ice cream, we all have to take part in preserving and maintaining 'the store'. United, we have to make sure that it never gets robbed or destroyed, and to protect it from greedy crooks who want to brand and monopolize certain flavors, and eliminate those that compete with them. Our job as devoted protectors of our universal ice cream store is to make sure that no one group tries to control it, and that there is always enough cream for everybody all around. There is no such thing as 'cream only for the cream', or 'the best cream only for this or that team'. We have to stick together and melt together. Or else, there will be no peace.

In the United States, the two-party system works as a way to manufacture an artificial group identity, akin to an ethnic or national one or an allegiance to a sports team. Part of the identity seems to consist in allegiance to certain conclusions on a range of “hot button” political issues. On those issues, political party affiliation does seem to result in rigidly held belief and loyalty in the voting booth. Allegiance to the group identity forged by political party affiliation renders Americans blind to the essential similarities between the agendas of the two parties, similarities that can be expected to be exactly the ones that run counter to public interest, in other words, those interests of the deep-pocketed backers of elections to which any politician must be subservient in order to raise the kind of money necessary to run for national office. Satisfaction at having one’s group “win” seems to override the clearly present fundamental dissatisfaction with the lack of genuine policy options.33 If the function of the two parties is to hide the fact that the basic agenda of both is shared, and irrational adherence to one of the two parties is used propagandistically to mask their fundamental overlap, then we can see how Burnham’s prediction may have come to pass, despite the existence of two distinct political parties.

The unit had organized itself like a small-market baseball team enjoying an unlikely pennant run: talented journeymen working together, no stars, no egos, mutually supportive, and above all ruthlessly and relentlessly effective.

The World as an Ice Cream Store From now on, try to look at the world as if it were a gigantic ice cream store. What makes it so great is that it contains a combination of so many unique flavors, and this is why people love it so much. If you want to keep enjoying all the ice cream, we all have to take part in preserving and maintaining 'the store'. United, we have to make sure that it never gets robbed or destroyed, and to protect it from greedy crooks who want to brand and monopolize certain flavors, and eliminate those that compete with them. Our job as devoted protectors of our universal ice cream store is to make sure that no one group tries to control it, and that there is always enough cream for everybody all around. There is no such thing as 'cream only for the cream', or 'the best cream only for this or that team'. We have to stick together and melt together. Or else, there will be no peace.

In the United States we are at such a disadvantage because we do not know how to talk about the genocide inflicted on indigenous people. We do not know how to talk about slavery. Otherwise it would not have been assumed that simply because of the election of one Black man to the presidency we would leap forward into a postracial era. We do not acknowledge that we all live on colonized land. And in the meantime, Native Americans live in impoverished conditions on reservations. They have an extremely high incarceration rate—as a matter of fact, per capita the highest incarceration rate—and they suffer disproportionately from such diseases as alcoholism and diabetes. In the meantime, sports teams still mock indigenous people with racially derogatory names, like the Washington Redskins. We do not know how to talk about slavery, except, perhaps, within a framework of victim and victimizer, one that continues to polarize and implicate.

THESE ARE A FEW OF MY FAVORITE life lessons that I learned as a result of walking on the Moon and the preparation that took us there—the guiding principles that have helped keep me going since returning to Earth. • The sky is not the limit … there are footprints on the Moon! • Keep your mind open to possibilities. • Show me your friends, and I will show you your future. • Second comes right after first. • Write your own epitaph. • Maintain your spirit of adventure. • Failure is always an option. • Practice respect for all people. • Do what you believe is right even when others choose otherwise. • Trust your gut … and your instruments. • Laugh … a lot! • Keep a young mind-set at every age. • Help others go beyond where you have gone. I hope these lessons will be as helpful to you as they have been to me. Take it from a man who has walked on the Moon: Be careful what you dream—it just might come to pass, so be prepared. Apollo is the story of people at their best, working together for a common goal. We started with a dream, and we can do these kinds of things again. With a united effort and a great team, you too can achieve great things. I know, because I am living proof that no dream is too high!

In three weeks, the women's team had done more for soccer in the United States than any team had ever done. Yet, the United States Soccer Federation was unprepared and unwelcoming in its acerbic response to the women's success. With petty, resentful, chauvinistic behavior, the federation would bungle what should have been its greatest moment as a national governing body. Its leaders would criticize DiCicco instead of congratulating him, they would threaten to sue the women over an indoor victory tour and they would wait an unacceptably long period before entering into contract negotiations with the team. Then, at the end of the year, the federation would offer a deal that the women found insulting. Unwilling to trust that the federation was bargaining in good faith, the women would boycott a trip to a tournament in Australia. They would become champions of the world, embraced by the president, by the largest crowd ever to watch women play and by the largest television audience for soccer in this country, embraced by everyone, it seemed, but the officials who ran the sport with the vision of a student council. Increasingly, it appeared, the only amateurs left in sports were the people running the federations that governed them.

If any publicly traded company was run like the United States, or the UK, Russia—it doesn’t matter, pick a country—the shareholders would revolt! The CEO would be gone in days, and the board of directors shortly thereafter if they didn’t right the ship.

The eccentric passion of Shankly was underlined for me by my England team-mate Roger Hunt's version of the classic tale of the Liverpool manager's pre-game talk before playing Manchester United. The story has probably been told a thousand times in and out of football, and each time you hear it there are different details, but when Roger told it the occasion was still fresh in his mind and I've always believed it to be the definitive account. It was later on the same day, as Roger and I travelled together to report for England duty, after we had played our bruising match at Anfield. Ian St John had scored the winner, then squared up to Denis Law, with Nobby finally sealing the mood of the afternoon by giving the Kop the 'V' sign. After settling down in our railway carriage, Roger said, 'You may have lost today, but you would have been pleased with yourself before the game. Shanks mentioned you in the team talk. When he says anything positive about the opposition, normally he never singles out players.' According to Roger, Shankly burst into the dressing room in his usual aggressive style and said, 'We're playing Manchester United this afternoon, and really it's an insult that we have to let them on to our field because we are superior to them in every department, but they are in the league so I suppose we have to play them. In goal Dunne is hopeless- he never knows where he is going. At right back Brennan is a straw- any wind will blow him over. Foulkes the centre half kicks the ball anywhere. On the left Tony Dunne is fast but he only has one foot. Crerand couldn't beat a tortoise. It's true David Herd has got a fantastic shot, but if Ronnie Yeats can point him in the right direction he's likely to score for us. So there you are, Manchester United, useless...' Apparently it was at this point the Liverpool winger Ian Callaghan, who was never known to whisper a single word on such occasions, asked, 'What about Best, Law and Charlton, boss?' Shankly paused, narrowed his eyes, and said, 'What are you saying to me, Callaghan? I hope you're not saying we cannot play three men.

I write them to improve my productivity as a programmer. Making the quality assurance department happy is just a side effect. Unit tests are highly localized. Each test class works within a single package. It tests the interfaces to other packages, but beyond that it assumes the rest just works. Functional tests are a different animal. They are written to ensure the software as a whole works. They provide quality assurance to the customer and don't care about programmer productivity. They should be developed by a different team, one who delights in finding bugs.

Little things were made to be a big deal: at one point center Thon Maker didn’t have an iPhone, messing up the team’s blue-bubble iPhone group chat. Kidd was upset about it and made the team run because Kidd felt that Maker not getting an iPhone was an example of the team not being united.

Marcinko chose SEALs for his new command based solely on his personal opinion of them, an opinion often formed during barroom interviews with prospective members. “The man liked to drink,” said an officer who worked under Marcinko in Team 6. “To be with him, you had to drink—to be in the ‘in’ crowd.” Marcinko acknowledged to an author his capacity to down large quantities of Bombay gin on the job, but added, “I use booze as a tool.” Fairly or not, such behavior colored the opinions of Team 6 held by many others in the special ops community for years after Marcinko left the unit in July 1983.

Meanwhile, my soul quietly ascends to a higher plane. I’m gone. Deceased. Dead from too much overwhelming euphoria. My body is sandwiched between three men I love who love me. We all found our path to each other in the most surprising of ways. They’re working together to bring all of us pleasure. A unit. A team.

They suspected that children learned best through undirected free play—and that a child’s psyche was sensitive and fragile. During the 1980s and 1990s, American parents and teachers had been bombarded by claims that children’s self-esteem needed to be protected from competition (and reality) in order for them to succeed. Despite a lack of evidence, the self-esteem movement took hold in the United States in a way that it did not in most of the world. So, it was understandable that PTA parents focused their energies on the nonacademic side of their children’s school. They dutifully sold cupcakes at the bake sales and helped coach the soccer teams. They doled out praise and trophies at a rate unmatched in other countries. They were their kids’ boosters, their number-one fans. These were the parents that Kim’s principal in Oklahoma praised as highly involved. And PTA parents certainly contributed to the school’s culture, budget, and sense of community. However, there was not much evidence that PTA parents helped their children become critical thinkers. In most of the countries where parents took the PISA survey, parents who participated in a PTA had teenagers who performed worse in reading. Korean parenting, by contrast, were coaches. Coach parents cared deeply about their children, too. Yet they spent less time attending school events and more time training their children at home: reading to them, quizzing them on their multiplication tables while they were cooking dinner, and pushing them to try harder. They saw education as one of their jobs.

Having reviewed President Trump’s new policy it is apparent that Carnival and Holland American Cruise Lines will continue to operate their cruises to Havana. My team and I are booked on one of these cruises and hope to help bring the people of Cuba and the United States back into the mainstream of cooperative societies.

GE’s lab is like a mini United Nations. Every engineering team looks like one of those multiethnic Benetton ads. But this was not affirmative action at work; it was a brutal meritocracy. When you are competing in the global technology Olympics every day, you have to recruit the best talent from anywhere you can find it.

The hell with all of you, you cooperative fellowship of idiots, united by a common goal which none of you understand. And the hell with me too.’ This time the others, following Cahir’s example, also remained tactfully silent. Dandelion, Maria Barring, also known as Milva, and Emiel Regis Rohellec Terzieff-Godefroy. ‘What a company I ended up with,’ Geralt continued, shaking his head. ‘Brothers in arms! A team of heroes! What have I done to deserve it? A poetaster with a lute. A wild and lippy half-dryad, half-woman. A vampire, who’s about to notch up his fifth century. And a bloody Nilfgaardian who insists he isn’t a Nilfgaardian.’ ‘And

You are all more or less wearing the same types of clothes—look around the room and you will see it’s true. Now imagine you’re the only one not wearing a cool symbol. How would that make you feel? The Nike swoop, the three Adidas stripes, the little Polo player on a horse, the Hollister seagull, the symbols of Philadelphia’s professional sports teams, even our high school mascot that you athletes wear to battle other schools—some of you wear our Mustang to class even when there is no sporting event scheduled. These are your symbols, what you wear to prove that your identity matches the identity of others. Much like the Nazis had their swastika. We have a very loose dress code here and yet most of you pretty much dress the same. Why? Perhaps you feel it’s important not to stray too far from the norm. Would you not also wear a government symbol if it became important and normal to do so? If it were marketed the right way? If it was stitched on the most expensive brand at the mall? Worn by movie stars? The president of the United States?

PJs use parachuting skills to raid into enemy territory to rescue and save lives; army rangers parachute onto the battle field to kill enemy soldiers and capture ground, while a Green Beret will infiltrate a remote, hostile area to teach the local populace how to fight and defend themselves against an enemy. Recon marines can sneak into enemy territory and learn all their secrets. SEALs are small direct-action-oriented teams that can infiltrate areas by sea air, or land to accomplish their objectives, such as capturing or destroying high value targets. Air force combat controllers call in airstrikes, help seize enemy airfields, and use their air traffic control skills to orchestrate everything from large-scale aerial invasions to small insertions of American planes and soldiers. All of these elite units consider themselves exclusive brotherhoods. Members of these outfits live at the most dangerous extreme of human experience and entrust their lives to each other. They focus on a common mission and share unique experiences of adventure and danger.

What I found telling was what Trump and his team didn’t ask. They were about to lead a country that had been attacked by a foreign adversary, yet they had no questions about what the future Russian threat might be. Nor did they ask how the United States might prepare itself to meet that threat. Instead, with the four of us still in our seats—including two outgoing Obama appointees—the president-elect and his team shifted immediately into a strategy session about messaging on Russia. About how they could spin what we’d just told them. Speaking as if we weren’t there, Priebus began describing what a press statement about this meeting might look like. The Trump team—led by Priebus, with Pence, Spicer, and Trump jumping in—debated how to position these findings for maximum political advantage. They were keen to emphasize that there was no impact on the vote, meaning that the Russians hadn’t elected Trump. Clapper interjected to remind them of what he had said about sixty seconds earlier: the intelligence community did not analyze American politics, and we had not offered a view on that.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

Fully functional weapons were being haphazardly passed around by low-level officers and, in two confirmed cases, civilians. One warhead they were watching was currently parked in a retired captain’s storage unit. A recon team had managed to get a fiber optic camera through the ventilation grate and the Agency was now in possession of an honest-to-God picture of a hot nuke sitting next to a set of golf clubs.

AUTHOR’S NOTE The Morris dance . . . . . . is traditionally danced on May 1, to welcome in the summer. Its history is a bit confused, possibly because it’s often danced near pubs, but it is now the English folk dance. The dancers usually wear white, and have bells sewn on their clothes. It is danced by both men and women, and is certainly now danced in the United States too. I know this because I saw the Dark Morris danced in a bookshop in Chicago some years ago. I’d invented the Dark Morris for another book called Reaper Man (at least I think I invented it), and a Morris team (officially known as a side) turned up in all black, just for me. They danced it in silence and perfect time, without the music and bells of the “summer” dance. It was beautifully done. But it was also a bit creepy. So it might not be a good idea to try it at home. .

After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When

American Indians share a magnificent history — rich in its astounding diversity, its integrity, its spirituality, its ongoing unique culture and dynamic tradition. It's also rich, I'm saddened to say, in tragedy, deceit, and genocide. Our sovereignty, our nationhood, our very identity — along with our sacred lands — have been stolen from us in one of the great thefts of human history. And I am referring not just to the thefts of previous centuries but to the great thefts that are still being perpetrated upon us today, at this very moment. Our human rights as indigenous peoples are being violated every day of our lives — and by the very same people who loudly and sanctimoniously proclaim to other nations the moral necessity of such rights. Over the centuries our sacred lands have been repeatedly and routinely stolen from us by the governments and peoples of the United States and Canada. They callously pushed us onto remote reservations on what they thought was worthless wasteland, trying to sweep us under the rug of history. But today, that so-called wasteland has surprisingly become enormously valuable as the relentless technology of white society continues its determined assault on Mother Earth. White society would now like to terminate us as peoples and push us off our reservations so they can steal our remaining mineral and oil resources. It's nothing new for them to steal from nonwhite peoples. When the oppressors succeed with their illegal thefts and depredations, it's called colonialism. When their efforts to colonize indigenous peoples are met with resistance or anything but abject surrender, it's called war. When the colonized peoples attempt to resist their oppression and defend themselves, we're called criminals. I write this book to bring about a greater understanding of what being an Indian means, of who we are as human beings. We're not quaint curiosities or stereotypical figures in a movie, but ordinary — and, yes, at times, extraordinary — human beings. Just like you. We feel. We bleed. We are born. We die. We aren't stuffed dummies in front of a souvenir shop; we aren't sports mascots for teams like the Redskins or the Indians or the Braves or a thousand others who steal and distort and ridicule our likeness. Imagine if they called their teams the Washington Whiteskins or the Washington Blackskins! Then you'd see a protest! With all else that's been taken from us, we ask that you leave us our name, our self-respect, our sense of belonging to the great human family of which we are all part. Our voice, our collective voice, our eagle's cry, is just beginning to be heard. We call out to all of humanity. Hear us!

the fact is, our relationships to these corporations are not unambiguous. some memebers of negativland genuinely liked pepsi products. mca grew up loving star wars and didn't mind having his work sent all over the united states to all the "cool, underground magazines" they were marketing to--why would he? sam gould had a spiritual moment in the shower listening to a cd created, according to sophie wong, so that he would talk about tylenol with his independent artist friends--and he did. many of my friends' daughters will be getting american girl dolls and books as gifts well into the foreseeable future. some skateboarders in washington, dc, were asked to create an ad campaign for the east coast summer tour, and they all love minor threat--why not use its famous album cover? how about shilling for converse? i would have been happy to ten years ago. so what's really changed? the answer is that two important things have changed: who is ultimately accountable for veiled corporate campaigns that occasionally strive to obsfucate their sponsorship and who is requesting our participation in such campaigns. behind converse and nike sb is nike, a company that uses shit-poor labor policies and predatory marketing that effectively glosses over their shit-poor labor policies, even to an audience that used to know better. behind team ouch! was an underground-savvy brainreservist on the payroll of big pharma; behind the recent wave of street art in hip urban areas near you was omd worldwide on behalf of sony; behind your cool hand-stenciled vader shirt was lucasfilm; and behind a recent cool crafting event was toyota. no matter how you participated in these events, whether as a contributor, cultural producer, viewer, or even critic, these are the companies that profited from your attention.

month later, on July 9, 2012, Stevens and the embassy’s security staff, led by DS agent Eric Nordstrom, asked the State Department to extend the presence of a Site Security Team, or SST, that consisted of sixteen active-duty military special operators. The Defense Department’s Africa Command, which oversaw the unit, was willing to extend the team’s stay in Tripoli. But State Department officials decided that DS agents and locally hired guards could do the job, and that the SST operators weren’t needed. In the weeks that followed, General Carter Ham, head of Africa Command, twice asked Stevens if he wanted the SST to remain in Libya. Despite his earlier request to extend the team’s stay, Stevens wouldn’t buck the decision of State Department officials in Washington. He declined Ham’s offers and the SST left Libya, even as Stevens moved forward with plans to visit the restive city of Benghazi.

There are a number of subjective and objective criteria that I use as a way to rank players. The subjective ones include their ability with both feet; their sense of balance; the disciplined fashion in which they take care of their fitness; their attitude towards training; the consistency between games and over multiple seasons; their demonstrated mastery in several different positions; and the way they add flair to any team for which they play. The objective ones that are impossible to dispute are: the number of goals they have scored; the games they have played for several of the best club teams in the world; the number of League championship and cup medals they have won, and their appearances in World Cups. When you employ this sort of measurement approach, it becomes far easier to define the very highest levels of performance. The people who are least confused about this are other players.

… and one day, after Mahlke had learned to swim, we were lying in the grass, in the Schlagball field. I ought to have gone to the dentist, but they wouldn't let me because I was hard to replace on the team. My tooth was howling. A cat sauntered diagonally across the field and no one threw anything at it. A few of the boys were chewing or plucking at blades of grass. The cat belonged to the caretaker and was black. Hotten Sonntag rubbed his bat with a woolen stocking. My tooth marked time. The tournament had been going on for two hours. We had lost hands down and were waiting for the return game. It was a young cat, but no kitten. In the stadium, handball goals were being made thick and fast on both sides. My tooth kept saying one word, over and over again. On the cinder track the sprinters were practicing starts or limbering up. The cat meandered about. A trimotored plane crept across the sky, slow and loud, but couldn't drown out my tooth. Through the stalks of grass the caretaker's black cat showed a white bib. Mahlke was asleep. The wind was from the east, and the crematorium between the United Cemeteries and the Engineering School was operating. Mr. Mallenbrandt, the gym teacher, blew his whistle: Change sides. The cat practiced. Mahlke was asleep or seemed to be. I was next to him with my toothache. Still practicing, the cat came closer. Mahlke's Adam's apple attracted attention because it was large, always in motion, and threw a shadow. Between me and Mahlke the caretaker's black cat tensed for a leap. We formed a triangle. My tooth was silent and stopped marking time: for Mahlke's Adam's apple had become the cat's mouse. It was so young a cat, and Mahlke's whatsis was so active – in any case the cat leaped at Mahlke's throat; or one of us caught the cat and held it up to Mahlke's neck; or I, with or without my toothache, seized the cat and showed it Mahlke's mouse: and Joachim Mahlke let out a yell, but suffered only slight scratches. And now it is up to me, who called your mouse to the attention of this cat and all cats, to write. Even if we were both invented, I should have to write. Over and over again the fellow who invented us because it's his business to invent people obliges me to take your Adam's apple in my hand and carry it to the spot that saw it win or lose.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

Ladies and Gentlemen. I should like to inform you on behalf of the nation state of Guyana, that we are going to resign from being a country. We can't make it work. We have tried. We have done our best. It is not possible. The problems are insoluble. From midnight tonight, we shall cease trading. The country is now disbanded. We will voluntarily liquidate ourselves. The nation will disperse quietly, a little shamefaced but so what. We had a go. Different people have suggested different solutions. Do it this way. Try that. Let me have a go. Nothing works. We are at the mercy of the rich countries. A team of management consultants from the United States could not find the answer, and for not finding the answer, we had to pay them an amount that substantially increased our national debt. We give in, gracefully, but we give in." And then he imagined himself, quietly and with dignity, putting his papers in his briefcase, bowing to the hushed assembly, returning to clear out his office and going for a walk with his wife along the sea wall. (The Ventriloquist's Tale

This is why I started Khan Academy. The internet afforded us the ability to go directly to every classroom, every student, and every family in the world without having to necessarily navigate the same policy machinations faced by traditional reform efforts. The social return on investment is orders of magnitude more impactful. For example, our team operates on a budget equivalent to some high schools in the United States but reaches more than a hundred million learners a year around the world—and it has the potential to serve billions.

When the Knicks won the championship in 1970, our fans rallied behind us and became our sixth man because they saw a group of five distinct personalities come together and play as one seamless unit. Winning takes a game plan and that's where a great coach comes in. He has to have the vision. He has to be the architect and design a particular style of play that his players can work together and excel at. The great Celtics teams that won 11 championships in the span of 13 seasons ( 1957-69) never changed their system. They played the same game regardless of who their cast was.

America’s last step into the Vietnam quagmire came on November 22, 1963, when Lyndon Baines Johnson was sworn in as the thirty-sixth president of the United States. Unlike Kennedy, Johnson was no real veteran. During World War II he used his influence as a congressman to become a naval officer, and, despite an utter lack of military training, he arranged a direct commission as a lieutenant commander. Fully aware that “combat” exposure would make him more electable, the ambitious Johnson managed an appointment to an observation team that was traveling to the Pacific. Once there, he was able to get a seat on a B-26 combat mission near New Guinea. The bomber had to turn back due to mechanical problems and briefly came under attack from Japanese fighters. The pilot got the damaged plane safely back to its base and Johnson left the very next day. This nonevent, which LBJ had absolutely no active part of, turned into his war story. The engine had been “knocked out” by enemy fighters, not simply a routine malfunction; he, LBJ, had been part of a “suicide mission,” not just riding along as baggage. The fabrication grew over time, including, according to LBJ, the nickname of “Raider” Johnson given to him by the awestruck 22nd Bomber Group.

In 1967 Kilby and his team produced almost what Haggerty envisioned. It could do only four tasks (add, subtract, multiply, and divide) and was a bit heavy (more than two pounds) and not very cheap ($150).21 But it was a huge success. A new market had been created for a device people had not known they needed. And following the inevitable trajectory, it kept getting smaller, more powerful, and cheaper. By 1972 the price of a pocket calculator had dropped to $100, and 5 million units were sold. By 1975 the price was down to $25, and sales were doubling every year. In 2014 a Texas Instruments pocket calculator cost $3.62 at Walmart.

At the General Assembly of the United Nations in New York in 2012, just a fortnight after the murder of the American ambassador in Benghazi, President Obama talked about the YouTube video his administration were then still saying was behind the attacks. Talking about the excerpt ofa film called Innocence of Muslims, the President of the United States said, before the world’s assembly, ‘The future must not belong to those who slander the prophet of Islam.’ He didn’t say why it ‘must not’ belong to them any more than it ‘must not’ belong to the South Park creators who made The Book of Mormon or the ageing Monty Python team who made The Life of Brian. But the question was left to dangle.

On the main foredeck, two more crewmen readied diving gear, while inside the main-deck saloon, seven men pulled on neoprene suits. The operators were crowded, but they were accustomed to living and working in close proximity to one another. As members of the elite and secretive Zaslon (Shield) Unit of SVR, this very team of paramilitaries had helicoptered across eastern Ukraine and Dagestan on direct-action missions. They’d killed terrorists and kidnapped local rebel leaders in Chechnya after sitting huddled together in the back of armored vehicles for hours on end, and they’d parachuted into Syria to assist with the escape of a Syrian Army general from a position being overrun by rebels

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

The need for managers with data-analytic skills The consulting firm McKinsey and Company estimates that “there will be a shortage of talent necessary for organizations to take advantage of big data. By 2018, the United States alone could face a shortage of 140,000 to 190,000 people with deep analytical skills as well as 1.5 million managers and analysts with the know-how to use the analysis of big data to make effective decisions.” (Manyika, 2011). Why 10 times as many managers and analysts than those with deep analytical skills? Surely data scientists aren’t so difficult to manage that they need 10 managers! The reason is that a business can get leverage from a data science team for making better decisions in multiple areas of the business. However, as McKinsey is pointing out, the managers in those areas need to understand the fundamentals of data science to effectively get that leverage.

From: “Chris Kyle” Date: December 25, 2010 at 12:55:57 AM EST I appreciate your upbringing and your respect. My dad would have kicked my ass if I didn’t call everyone sir or Mr. until they notified me otherwise. So I am telling you, my name is Chris. Please no more sir bullshit. I went to college right out of high school, but did not finish. Sometimes I regret that. Now that I am out, I could really use the degree. Even if you think you will retire from the service, like I did, there is life after the military. I joined at 24 years old. I had some mental maturity over my teammates due to joining later. I also got to enjoy my youth. One thing about being a SEAL, you age fast. I was only in for eleven years, but I spent over half that time in a combat zone. Unlike other combat units, SEALs in a combat zone are operating. That means getting shot at on a daily basis. I had a baby face when I joined, and within two years, I looked as if I had aged 10 years. I am not in any way talking you out of joining. I loved my time, and if I hadn’t gotten married and had two kids, I would still be in. Unforeseen events will come at you in life. Your plants today will not be the same in four years. I am just trying to prep you for what is to come. I sit in an office or train other people on a range all day, every day. I would much rather be in Afghanistan being shot at again. I love the job and still miss it today. There is no better friendship than what the teams will offer. Once you become a SEAL, you will change. Your friends and family may think you are the same, but if they are really honest, they will see the difference. You will no longer have that innocence that you have now. Sometimes I even miss that person I used to be, but do not regret in any way who I have become. You will be much harder emotionally than you have ever imagined. The day to day bullshit that stresses people out now, fades away. You realize, once you have faced death and accepted it, that the meaningless bullshit in day to day life is worthless. I know this was a long answer to an easy question, but I just wanted to be completely honest. Take your time and enjoy your youth. The SEALs are one of the greatest things that have ever happened to me, but once you are in, you will no longer be the same. Chris Kyle

The first is to bring clarity to those you work with. This is one of the foundational things leaders do every day, every minute. In order to bring clarity, you’ve got to synthesize the complex. Leaders take internal and external noise and synthesize a message from it, recognizing the true signal within a lot of noise. I don’t want to hear that someone is the smartest person in the room. I want to hear them take their intelligence and use it to develop deep shared understanding within teams and define a course of action. Second, leaders generate energy, not only on their own teams but across the company. It’s insufficient to focus exclusively on your own unit. Leaders need to inspire optimism, creativity, shared commitment, and growth through times good and bad. They create an environment where everyone can do his or her best work. And they build organizations and teams that are stronger tomorrow than today. ​Third, and finally, they find a way to deliver success, to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeking solutions.

I was soon discharged from the rehab center and sent back to the SAS. But the doctor’s professional opinion was that I shouldn’t military parachute again. It was too risky. One dodgy landing, at night, in full kit, and my patched-up spine could crumple. He didn’t even mention the long route marches carrying huge weights on our backs. Every SF soldier knows that a weak back is not a good opener for life in an SAS squadron. It is also a cliché just how many SAS soldiers’ backs and knees are plated and pinned together, after years of marches and jumps. Deep down I knew the odds weren’t looking great for me in the squadron, and that was a very hard pill to swallow. But it was a decision that, sooner or later, I would have to face up to. The doctors could give me their strong recommendations, but ultimately I had to make the call. A familiar story. Life is all about our decisions. And big decisions can often be hard to make. So I thought I would buy myself some time before I made it. In the meantime, at the squadron, I took on the role of teaching survival to other units. I also helped the intelligence guys while my old team were out on the ground training. But it was agony for me. Not physically, but mentally: watching the guys go out, fired up, tight, together, doing the job and getting back excited and exhausted. That was what I should have been doing. I hated sitting in an ops room making tea for intelligence officers. I tried to embrace it, but deep down I knew this was not what I had signed up for. I had spent an amazing few years with the SAS, I had trained with the best, and been trained by the best, but if I couldn’t do the job fully, I didn’t want to do it at all. The regiment is like that. To keep its edge, it has to keep focused on where it is strongest. Unable to parachute and carry the huge weights for long distances, I was dead weight. That hurt. That is not how I had vowed to live my life, after my accident. I had vowed to be bold and follow my dreams, wherever that road should lead. So I went to see the colonel of the regiment and told him my decision. He understood, and true to his word, he assured me that the SAS family would always be there when I needed it. My squadron gave me a great piss-up, and a little bronze statue of service. (It sits on my mantelpiece, and my boys play soldiers with it nowadays.) And I packed my kit and left 21 SAS forever. I fully admit to getting very drunk that night.

It seems that leishmaniasis, a disease that has troubled the human race since time immemorial, has in the twenty-first century come into its own. Anthony Fauci, director of the National Institute of Allergy and Infectious Diseases at the NIH, told our team bluntly that, by going into the jungle and getting leishmaniasis, “You got a really cold jolt of what it’s like for the bottom billion people on earth.” We were, he said, confronted in a very dramatic way with what many people have to live with their entire lives. If there’s a silver lining to our ordeal, he told us, “it’s that you’ll now be telling your story, calling attention to what is a very prevalent, very serious disease.” If leish continues to spread as predicted in the United States, by the end of the century it may no longer be confined to the “bottom billion” in faraway lands. It will be in our own backyards. Global warming has opened the southern door of the United States not just to leish but to many other diseases. The big ones now entering our country include Zika, West Nile virus, chikungunya, and dengue fever. Even diseases like cholera, Ebola, Lyme, babesiosis, and bubonic plague will potentially infect more people as global warming accelerates.

During the same hours of 1993 when the chopper crews in Somalia were slowly being overpowered and gunned down, there were twenty-four young boys back in the United States who would grow up to be future players in that African struggle. They had no way to know anything yet about the unique fighting group every one of them would eventually strive with all his determination to join. They also couldn’t know, though they would one day find out in person, that this particular battle corps is so elite, the candidate must first be a Navy SEAL just to attempt to get through the training - and even then, three out of four of those superb warrior-athletes fail to qualify. The group has had numerous military names during its long rise from the murky history of the early “frogmen” swimmers, to the black operations of the Underwater Demolition Teams whose only calling card was to render their targets dead, to the latest appellation as the U.S. Naval Special Warfare Development Group - or DEVGRU, for those who prefer names ugly and short. But the group is better known to the general public as the near-mythical warriors of “SEAL Team Six.” Their complex training supports a brilliantly simple task: to be the very last thing their opponents see, if they are ever seen at all.

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

Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.

Similarly, the computers used to run the software on the ground for the mission were borrowed from a previous mission. These machines were so out of date that Bowman had to shop on eBay to find replacement parts to get the machines working. As systems have gone obsolete, JPL no longer uses the software, but Bowman told me that the people on her team continue to use software built by JPL in the 1990s, because they are familiar with it. She said, “Instead of upgrading to the next thing we decided that it was working just fine for us and we would stay on the platform.” They have developed so much over such a long period of time with the old software that they don’t want to switch to a newer system. They must adapt to using these outdated systems for the latest scientific work. Working within these constraints may seem limiting. However, building tools with specific constraints—from outdated technologies and low bitrate radio antennas—can enlighten us. For example, as scientists started to explore what they could learn from the wait times while communicating with deep space probes, they discovered that the time lag was extraordinarily useful information. Wait times, they realized, constitute an essential component for locating a probe in space, calculating its trajectory, and accurately locating a target like Pluto in space. There is no GPS for spacecraft (they aren’t on the globe, after all), so scientists had to find a way to locate the spacecraft in the vast expanse. Before 1960, the location of planets and objects in deep space was established through astronomical observation, placing an object like Pluto against a background of stars to determine its position.15 In 1961, an experiment at the Goldstone Deep Space Communications Complex in California used radar to more accurately define an “astronomical unit” and help measure distances in space much more accurately.16 NASA used this new data as part of creating the trajectories for missions in the following years. Using the data from radio signals across a wide range of missions over the decades, the Deep Space Network maintained an ongoing database that helped further refine the definition of an astronomical unit—a kind of longitudinal study of space distances that now allows missions like New Horizons to create accurate flight trajectories. The Deep Space Network continued to find inventive ways of using the time lag of radio waves to locate objects in space, ultimately finding that certain ways of waiting for a downlink signal from the spacecraft were less accurate than others. It turned to using the antennas from multiple locations, such as Goldstone in California and the antennas in Canberra, Australia, or Madrid, Spain, to time how long the signal took to hit these different locations on Earth. The time it takes to receive these signals from the spacecraft works as a way to locate the probes as they are journeying to their destination. Latency—or the different time lag of receiving radio signals on different locations of Earth—is the key way that deep space objects are located as they journey through space. This discovery was made possible during the wait times for communicating with these craft alongside the decades of data gathered from each space mission. Without the constraint of waiting, the notion of using time as a locating feature wouldn’t have been possible.

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

Matt Espenshade confirmed that in spite of the deaths of so many of the kidnappers, many more are still at large, including their leaders. Those men might hope to be forgotten; they are not. The FBI has continued its investigative interest in those involved with the kidnapping. The leaders, especially, are of prime interest to the Bureau. And now the considerable unseen assets in that region are steadily feeding back information on these targeted individuals to learn their operational methods and their locations and hunt them down. The surviving kidnappers and their colleagues are welcome to sneer at the danger. It may help them pass the time, just as it did for Bin Laden’s henchmen to chuckle at the idea of payback. If the men nobody sees coming are dispatched to capture or kill them, the surviving kidnappers will find themselves dealing with a force of air, sea, and land fighters s obsessed with the work they do that they have trained themselves into the physical and mental toughness of world-class athletes. They will carry the latest in weapons, armor, visual systems, and communication devises. Whether they are Navy SEAL fighters, DEVGRU warriors, Army Delta Force soldiers, Green Berets, or any of the elite soldiers under United States Special Operations Command (SOCOM), they will share the elite warriors’ determination to achieve success in their mission assignment. The news that they are coming for you is the worst you could receive. But nobody gets advance warning from these men. They consider themselves born for this. They have fought like panthers to be part of their team. For most of them, there is a strong sense of pride in succeeding at missions nobody else can get done; in lethal challenges. They actually prefer levels of difficulty so high it seems only a sucker would seek them, the sorts of situations seen more and more often these days. Impossible odds.

Fidel Castro, who always enjoyed sports, promoted programs that helped Cuba become a front-runner in Latin America. The island nation fields outstanding baseball, soccer, basketball and volleyball teams. It also excels in amateur boxing. Believing that sports should be available for everyone, not just the privileged few, the phrase “Sports for all” is a motto frequently used. When Castro took power, he abolished all professional sports. Only amateur baseball has been played in Cuba since 1961. An unexpected consequence of this initiative was that many players discovered that they could get much better deals if they left Cuba. As an attempt to prevent this, Fidel forbade players from playing abroad and if they did leave the island, he would prevent their families from joining them. Originally, many Cuban baseball players played for teams in the American Negro league. This ended when Jackie Robinson was allowed to play with the Brooklyn Dodgers during the late 1940’s. Afterwards, all Cuban baseball players played for the regular leagues regardless of their race. The Negro National League ceased after the 1948 season, and the last All-Star game was held in 1962. The Indianapolis Clowns were the last remaining Negro/Latin league team and played until 1966. Cuban players with greater skill joined the Major League Baseball (MLB) teams. If they defected to the United States directly, they had to enter the MLB Draft. However, if they first defected to another country they could become free agents. Knowing this, many came to the United States via Mexico. In all, about 84 players have defected from Cuba since the Revolution. The largest contract ever given to a defector from Cuba was to Rusney Castillo. In 2014, the outfielder negotiated a seven-year contract with the Boston Red Sox for $72.5 million. Starting in 1999, about 21 Cuban soccer players have defected to the United States. The Cuban government considers these defectors as disloyal and treats their families with disrespect, even banning them from taking part in national sports.

I saw Clinton again during the signing of the peace treaty with Jordan in Israel’s Arava Valley in 1995. That year, I also sent him my third book on terrorism, Fighting Terrorism, and he sent me back a cordial letter. Notwithstanding his civility, I knew his administration would do anything to defeat me. In fact they did. Totally committed to the idea of a fully independent Palestine, they were not aware that Rabin himself had been opposed to such a state. Clinton sent his number one campaign strategist, James Carville, his pollster Stan Greenberg and his top team of experts to Israel to help tip the scales in Peres’s favor. Special envoy Dennis Ross would later say, “We did everything we could to help Peres,” and Clinton’s national security advisor, Sandy Berger, would also later admit, “If there was ever a time that we tried to influence an Israeli election, it was Peres vs. Netanyahu.”23 Normally such an outrageous and systemic interference in another democracy’s elections would elicit outcries of protest from the press in America and Israel alike. No such protests were heard. Totally supportive of Peres, the press in both Israel and the United States was silent. Though the odds were stacked against us, we weren’t fazed. “About Carville,” Arthur said, “we can beat him.” Clinton and Peres organized an international peace conference in Sharm el-Sheikh a few weeks before the elections. Peres, Clinton, President Hosni Mubarak of Egypt, King Hussein of Jordan, and Arafat all showed up and danced the dance. Yet a few months earlier, soon after Peres was installed without an election as replacement prime minister following Rabin’s assassination, King Hussein had sent me a message through his brother Crown Prince Hassan, asking: Would I meet Hassan secretly in London? In a London flat the crown prince and I hit it off immediately. I liked Hassan. Straightforward, with a humorous streak, he didn’t even attempt to hide his concern about a Peres victory. Though they wouldn’t admit it publicly, he and many Jordanian officials I met over the years were concerned that an armed Palestinian state could destroy the Hashemite regime and take over Jordan.

What exogenous causes are shifting the allocation of moral intuitions away from community, authority, and purity and toward fairness, autonomy, and rationality? One obvious force is geographic and social mobility. People are no longer confined to the small worlds of family, village, and tribe, in which conformity and solidarity are essential to daily life, and ostracism and exile are a form of social death. They can seek their fortunes in other circles, which expose them to alternative worldviews and lead them into a more ecumenical morality, which gravitates to the rights of individuals rather than chauvinistic veneration of the group. By the same token, open societies, where talent, ambition, or luck can dislodge people from the station in which they were born, are less likely to see an Authority Ranking as an inviolable law of nature, and more likely to see it as a historical artifact or a legacy of injustice. When diverse individuals mingle, engage in commerce, and find themselves on professional or social teams that cooperate to attain a superordinate goal, their intuitions of purity can be diluted. One example, mentioned in chapter 7, is the greater tolerance of homosexuality among people who personally know homosexuals. Haidt observes that when one zooms in on an electoral map of the United States, from the coarse division into red and blue states to a finer-grained division into red and blue counties, one finds that the blue counties, representing the regions that voted for the more liberal presidential candidate, cluster along the coasts and major waterways. Before the advent of jet airplanes and interstate highways, these were the places where people and their ideas most easily mixed. That early advantage installed them as hubs of transportation, commerce, media, research, and education, and they continue to be pluralistic—and liberal—zones today. Though American political liberalism is by no means the same as classical liberalism, the two overlap in their weighting of the moral spheres. The micro-geography of liberalism suggests that the moral trend away from community, authority, and purity is indeed an effect of mobility and cosmopolitanism.202

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

Jones, along with the US military attaché in Indonesia, took Subandrio’s advice. He emphasized to Washington that the United States should support the Indonesian military as a more effective, long-term anticommunist strategy. The country of Indonesia couldn’t be simply broken into pieces to slow down the advance of global socialism, so this was a way that the US could work within existing conditions. This strategic shift would begin soon, and would prove very fruitful. But behind the scenes, the CIA boys dreamed up wild schemes. On the softer side, a CIA front called the Congress for Cultural Freedom, which funded literary magazines and fine arts around the world, published and distributed books in Indonesia, such as George Orwell’s Animal Farm and the famous anticommunist collection The God That Failed.33 And the CIA discussed simply murdering Sukarno. The Agency went so far as to identify the “asset” who would kill him, according to Richard M. Bissell, Wisner’s successor as deputy director for plans.34 Instead, the CIA hired pornographic actors, including a very rough Sukarno look-alike, and produced an adult film in a bizarre attempt to destroy his reputation. The Agency boys knew that Sukarno routinely engaged in extramarital affairs. But everyone in Indonesia also knew it. Indonesian elites didn’t shy away from Sukarno’s activities the way the Washington press corps protected philanderers like JFK. Some of Sukarno’s supporters viewed his promiscuity as a sign of his power and masculinity. Others, like Sumiyati and members of the Gerwani Women’s Movement, viewed it as an embarrassing defect. But the CIA thought this was their big chance to expose him. So they got a Hollywood film crew together.35 They wanted to spread the rumor that Sukarno had slept with a beautiful blond flight attendant who worked for the KGB, and was therefore both immoral and compromised. To play the president, the filmmakers (that is, Bing Crosby and his brother Larry) hired a “Hispanic-looking” actor, and put him in heavy makeup to make him look a little more Indonesian. They also wanted him bald, since exposing Sukarno—who always wore a hat—as such might further embarrass him. The idea was to destroy the genuine affection that young Sakono, and Francisca, and millions of other Indonesians, felt for the Founding Father of their country. The thing was never released—not because this was immoral or a bad idea, but because the team couldn’t put together a convincing enough film.36

Twas the night before Christmas and in SICU All the patients were stirring, the nurses were, too. Some Levophed hung from an IMED with care In hopes that a blood pressure soon would be there. One patient was resting all snug in his bed While visions—from Versed—danced in his head. I, in my scrubs, with flowsheet in hand, Had just settled down to chart the care plan. Then from room 17 there arose such a clatter We sprang from the station to see what was the matter. Away to the bedside we flew like a flash, Saved the man from falling, with restraints from the stash. “Do you know where you are?” one nurse asked while tying; “Of course! I’m in France in a jail, and I’m dying!” Then what to my wondering eyes should appear? But a heart rate of 50, the alarm in my ear. The patient’s face paled, his skin became slick And he said in a moment, “I’m going to be sick!” Someone found the Inapsine and injected a port, Then ran for a basin, as if it were sport. His heart rhythm quieted back to a sinus, We soothed him and calmed him with old-fashioned kindness. And then in a twinkling we hear from room 11 First a plea for assistance, then a swearing to heaven. As I drew in my breath and was turning around, Through the unit I hurried to respond to the sound. “This one’s having chest pain,” the nurse said and then She gave her some nitro, then morphine and when She showed not relief from IV analgesia Her breathing was failing: time to call anesthesia. “Page Dr. Wilson, or May, or Banoub! Get Dr. Epperson! She ought to be tubed!” While the unit clerk paged them, the monitor showed V-tach and low pressure with no pulse: “Call a code!” More rapid than eagles, the code team they came. The leader took charge and he called drugs by name: “Now epi! Now lido! Some bicarb and mag! You shock and you chart it! You push med! You bag!” And so to the crash cart, the nurses we flew With a handful of meds, and some dopamine, too! From the head of the bed, the doc gave his call: “Resume CPR!” So we worked one and all. Then Doc said no more, but went straight to his work, Intubated the patient, then turned with a jerk. While placing his fingers aside of her nose, And giving a nod, hooked the vent to the hose. The team placed an art-line and a right triple-lumen. And when they were through, she scarcely looked human: When the patient was stable, the doc gave a whistle. A progress note added as he wrote his epistle. But I heard him exclaim ere he strode out of sight, “Merry Christmas to all! But no more codes for tonight!” Jamie L. Beeley Submitted by Nell Britton

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

In the shock of the moment, I gave some thought to renting a convertible and driving the twenty-seven hundred miles back alone. But then I realized I was neither single nor crazy. The acting director decided that, given the FBI’s continuing responsibility for my safety, the best course was to take me back on the plane I came on, with a security detail and a flight crew who had to return to Washington anyway. We got in the vehicle to head for the airport. News helicopters tracked our journey from the L.A. FBI office to the airport. As we rolled slowly in L.A. traffic, I looked to my right. In the car next to us, a man was driving while watching an aerial news feed of us on his mobile device. He turned, smiled at me through his open window, and gave me a thumbs-up. I’m not sure how he was holding the wheel. As we always did, we pulled onto the airport tarmac with a police escort and stopped at the stairs of the FBI plane. My usual practice was to go thank the officers who had escorted us, but I was so numb and distracted that I almost forgot to do it. My special assistant, Josh Campbell, as he often did, saw what I couldn’t. He nudged me and told me to go thank the cops. I did, shaking each hand, and then bounded up the airplane stairs. I couldn’t look at the pilots or my security team for fear that I might get emotional. They were quiet. The helicopters then broadcast our plane’s taxi and takeoff. Those images were all over the news. President Trump, who apparently watches quite a bit of TV at the White House, saw those images of me thanking the cops and flying away. They infuriated him. Early the next morning, he called McCabe and told him he wanted an investigation into how I had been allowed to use the FBI plane to return from California. McCabe replied that he could look into how I had been allowed to fly back to Washington, but that he didn’t need to. He had authorized it, McCabe told the president. The plane had to come back, the security detail had to come back, and the FBI was obligated to return me safely. The president exploded. He ordered that I was not to be allowed back on FBI property again, ever. My former staff boxed up my belongings as if I had died and delivered them to my home. The order kept me from seeing and offering some measure of closure to the people of the FBI, with whom I had become very close. Trump had done a lot of yelling during the campaign about McCabe and his former candidate wife. He had been fixated on it ever since. Still in a fury at McCabe, Trump then asked him, “Your wife lost her election in Virginia, didn’t she?” “Yes, she did,” Andy replied. The president of the United States then said to the acting director of the FBI, “Ask her how it feels to be a loser” and hung up the phone.

Yet in 2012, he returned. Plenty of the speechwriters were livid. The club was the embodiment of everything we had promised to change. Was it really necessary to flatter these people, just because they were powerful and rich? In a word, yes. In fact, thanks to the Supreme Court, the rich were more powerful than ever. In 2010, the court’s five conservative justices gutted America’s campaign finance laws in the decision known as Citizens United. With no more limits to the number of attack ads they could purchase, campaigns had become another hobby for the ultrawealthy. Tired of breeding racehorses or bidding on rare wines at auction? Buy a candidate instead! I should make it clear that no one explicitly laid out a strategy regarding the dinner. I never asked point-blank if we hoped to charm billionaires into spending their billions on something other than Mitt Romney’s campaign. That said, I knew it couldn’t hurt. Hoping to mollify the one-percenters in the audience, I kept the script embarrassingly tame. I’ve got about forty-five more minutes on the State of the Union that I’d like to deliver tonight. I am eager to work with members of Congress to be entertaining tonight. But if Congress is unwilling to cooperate, I will be funny without them. Even for a politician, this was weak. But it apparently struck the right tone. POTUS barely edited the speech. A few days later, as a reward for a job well done, Favs invited me to tag along to a speechwriting-team meeting with the president. I had not set foot in the Oval Office since my performance of the Golden Girls theme song. On that occasion, President Obama remained behind his desk. For larger gatherings like this one, however, he crossed the room to a brown leather armchair, and the rest of us filled the two beige sofas on either side. Between the sofas was a coffee table. On the coffee table sat a bowl, which under George W. Bush had contained candy but under Obama was full of apples instead. Hence the ultimate Oval Office power move: grab an apple at the end of a meeting, polish it on your suit, and take a casual chomp on your way out the door. I would have sooner stuck my finger in an electrical socket. Desperate not to call attention to myself, I took the seat farthest away and kept my eyes glued to my laptop. I allowed myself just one indulgence: a quick peek at the Emancipation Proclamation. That’s right, buddy. Look who’s still here. It was only at the very end of the meeting, as we rose from the surprisingly comfy couches, that Favs brought up the Alfalfa dinner. The right-wing radio host Laura Ingraham had been in the audience, and she was struck by the president’s poise. “She was talking about it this morning,” Favs told POTUS. “She said, ‘I don’t know if Mitt Romney can beat him.

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