A GRU Report (sometimes somewhat reliable
information from Foreign Military Intelligence) has circulated in the Kremlin that
United States Secretary of State Hillary Clinton was injured when her C-12 Huron military
passenger and transport aircraft crash landed nearly 3 weeks ago in the Iranian
city of Ahvaz near the Iraqi border. The crash
reportedly resulted in the death of a top US Navy Seal Commander, Job. W Price
(leader of unit the regularly protected high-ranking diplomats).
Iranian intelligence agents
quoted in this GRU report confirm that the C-12 Huron aircraft is still in
their possession in Ahvaz,
but will only admit that the plane was “forced to land because of technical problems.”
Of course, at that time, Clinton missed “work” after contracting the flu and a concussion
from a fall at home according to the media.
Within minutes of leaving Bahrain
airspace, this report says, the C-12 Huron carrying Secretary Clinton and her
US Navy Seal protectors, “without
notice,” deviated from their
assigned flight path heading, instead, directly towards Iran’s Ahwaz International Airport where, coincidentally, Iranian
President Mahmoud Ahmadinejad had previously landed on an “unscheduled” visit. Important to note, GRU analysts
say in this report, was that when the C-12 Huron entered into Iranian airspace
neither American nor Iran air
force units responded clearly indicating that this secret mission was
sanctioned. Upon the C-12 Huron landing at Ahwaz,
however, this report says it encountered “extreme
turbulence” causing it to
leave the runway where its main landing gear then collapsed causing it to
crash. Within seconds of the C-12 Huron crashing, this report continues,
Iranian emergency and security personal responded freeing the victims,
including Secretary Clinton who was reportedly unconscious and “bleeding
profusely.”After emergency aid was given, GRU agents stationed in Iran state that
another US military flight
was dispatched from Bahrain to Ahwaz which evacuated all of
those wounded and killed in the crash including Secretary Clinton.
The value of Dörner’s
work in resolving the “grossly incompetent Obama” vs. “evil genius Obama”
debate becomes immediately clear when one examines the 10 sets of behaviors
uniquely associated with successful mayors of Greenvale and contrasts them with
the 10 sets of behaviors associated with the bad mayors.
Number of decisions made—Put very
simply, the successful mayors in the Greenvale simulation tended to take/make many
more decisions than the bad mayors. In
fact, this disparity became pronounced in the last four of the eight
sessions. Successful mayors made more
and more decisions as the simulation neared its conclusion, while the bad
mayors made fewer and fewer decisions.
While a precise explanation for this disparity is somewhat speculative,
it is clear that the good mayors (1) had a deep appreciation for the
cause-and-effect relationship between their decisions and the living standards
in Greenvale and (2) they were increasingly unafraid to make/implement decisions
as the simulation progressed. As Dörner puts it: “Somehow the good participants found
more possibilities for influencing Greenvale’s fate.”
Decision complexity—Dörner tells us that the good mayors “acted more
complexly,” which means that they made decisions that took into account more
than one aspect of the complex economic system with which they were
working. Although they may have been
focused on improving one aspect of the economic system at any given time, they
understood that other aspects of the system would be affected by their
decision(s). These indirect consequences
were incorporated into the number and quality of their decisions, and they did
this significantly more often than the bad participants. As Dörner
seems concerned to point out: “It makes sense then to keep this aspect of
complex systems in mind and to consider not just the primary goal of any given
measure but also its potential effects on other sectors of the system.”
Decision focus—For whatever reason,
the good mayors of Greenvaletended
to focus early and often on Greenvale’s real
problems and acted to fix them. The bad
mayors tended to be distracted early on by problems that were only marginally
relevant to living conditions in Greenvale.
For example, the bad mayors tended to focus on improving the
recreational offerings in Greenvale, rather than on the economic status of the
watch factory to which Greenvale has such a close tie. Only later did they realize this was a
mistake and change their focus.
Set #4: Hypothesis
testing—The good mayors of Greenvale
understood there was a hypothetical quality to the decisions they were
making. They made decisions as well as
they could, but they realized they may have missed a key consideration. Hence, they were always testing the
hypotheses on the basis of which they were making their decisions. The bad mayors tended to avoid hypothesis
testing altogether; for them, the statement of a hypothesis about the Greenvale
system became a fact of nature. They
were not stating tentative hypotheses; they were uttering “truths.” And truths are accepted without question and
are never tested. (Although Dörner never says this,
the good mayors tended to take an empirical, scientific approach to fixing
Greenvale, while the bad mayors took an a
priori—almost religious—approach to their duties.)
Set #5: ‘Why’
questions and analysis depth—Good
mayors of Greenvale tended to ask ‘why’ questions: Why is this happening? Why did we fail to achieve the desired
results? Bad mayors tended to ask ‘what’
questions that focus on phenomena as they occur: What is happening? In the same way, good mayors tended to dig
deeper so as to discover the inner workings of the system they were
confronting. Bad mayors were inclined to
publish reports; good mayors wanted to know how to fix unacceptable conditions.
Self-organization—The good mayors
were not only better organized than the bad mayors, but they also extensively
engaged in self-criticism and tried to use that self-criticism to improve their
performance over time. Bad mayors did
not engage in self-criticism: they merely recapitulated their behavior when
confronted about it by a researcher.
Set #7: Ad
hocism—Bad mayors engaged in what Dörner calls “slip-and-slide” behavior. When confronted with a ‘too tough’ obstacle,
they tended involuntarily to drop what they were doing and move on to another
challenge. Dörner gives this example:
… a participant working on the issue of
unemployment among young people in Greenvale comes up with the idea of the
municipal administration as a possible provider of training positions. Then he recalls hearing complaints that the
town registration office is excessively slow in issuing new passports. And all of a sudden he is preoccupied with
procedures for issuing passports and has completely forgotten about
unemployment among young people.
This “ad hocism”
or disposition to change the subject produces significant negative consequences
for the campaign strategies of the bad mayors.
Indeed, it is nearly impossible to maintain a campaign strategy over
time when one is constantly changing the putative focus of that strategy.
Set #8: Innovation
and stability indices—Two separate
indices were created to determine the extent to which or frequency with which
participants changed the subjects of their decisions. If mayors were inclined to change the
subjects of their decisions from session to session, then they received a high
innovation index score and a low stability index score (bad mayors). However, if they worked with the same foci or
subjects from session to session to session, their innovation index was low and
their stability index high.
uses two indices here because it was possible for a participant to score high
for both innovation and stability.)
Set #9: Preoccupation
with a single subject—Just as the bad
participants engaged in so-called “slip-and-slide” behavior, so too did they
have a tendency to fixate on one topic and pursue it to the point of absurdity. The example given by Dörner should sufficiently illustrate this behavior (the
parenthetic remark at the end is Dörner’s):
One participant laboriously calculated the
average distance that an average senior citizen had to walk to a telephone
booth in Greenvale. The precise data he
developed would provide a basis for placing new telephone booths. A project like this takes time that is then
not available for other things. Of
course, his interest in the social integration of the elderly is praiseworthy
and testifies to the participant's social and humanitarian impulses. (Or does it?)
Set #10: The
ability to tolerate uncertainty—Of
all of the behaviors manifested by the bad mayors, the behaviors associated
with their inability to tolerate uncertainty are the most pronounced, the most
damaging, and the most relevant to resolving the complete incompetent vs. evil
genius debate. We have already seen how ad hocism can arise when a bad mayor
feels pressure from a ‘too tough’ challenge, but it is possible for the bad
participant to take this one step further and actively engage in behaviors for
the purpose of evading uncertainty.
These behaviors fall into five subcategories:
a. Pure escape—the
participant literally runs away from the challenge; it no longer exists for
dodge—the participant delegates the challenge to someone else, and the
person to whom it is delegated is ‘on the hook’—shoulders responsibility.
exit—participant goes looking for something with which to change the
subject; as opposed to ad hocism,
which is involuntary, this is a gambit consciously and deliberately used by the
participant to escape something that is ‘too tough.’
ploy—if something is ‘too hard’, put it lower in your priority list and
maybe it will go away.
e. The blame
game—blaming others when something goes wrong. Of the behaviors arising from an inability to
deal with uncertainty, Dörner saves special criticism for the blame game. This particular behavior promises to be the
most pernicious and is most likely to guarantee failure. How likely is it that a person playing the
blame game will make more decisions, make complex decisions, focus on the right
topics for action, test hypotheses, or ask ‘why’ questions? On the contrary, the blame game GUARANTEES
superficiality and a lack of self-organization and stability. In fact, playing the blame game is sufficient
(but not necessary) to making a participant a bad mayor, for it carries in its
wake a whole bevy of other negative behaviors that make a negative outcome nearlycertain.
We are thus prepared to answer the question: Is Obama
a complete incompetent or an evil genius?
Some of you may have already guessed the answer, but that is for the
Men either completely ignore or skip over
entire paragraphs of directions when assembling something.
the female uterus came with factory- installed locator device that allows the
female to "find" everything the man has lost.
stupid shit on TV: JackAss, 1000 Ways to Die, Pawn Stars.
obsessed with bowels, flatulence and the evacuation of all of the above.
When a man
does not want to do something, he will not directly admit nor confront. He will
pretend he does not know how to do it. Or will make up some physical reason why
he cannot do it - such as instant blindness or spontaneous combustion.
Women have a secret weapon to opening up a “discussion.”
The seemingly innocent question, “What
are you thinking?” This general all -purpose question is guaranteed to result in
Women can’t drive without hitting something,
Researchers who studied thousands of traffic
accidents over a 20-year period came up with a finding
that even they found surprising: Female drivers are far more likely to run into
a car driven by another woman.
stupid shit on TV: Real Housewives of Beverly Hills, Glam Fairy, Beauty and the Beast, Nadia G’s Bitchin
Women need to
analyze all problems based on zodiac, Dr. Oz, or based on the last book they read. But yet
cannot define what a “triple double” is.
Women have the hormone excuse for every point in
their life: from premenstrual syndrome to menopause (and toxic shock in
national legislature amended its law on the elderly to require that
adult children visit their aged parents frequently - or risk liability. Chinese state media outlets reported that the new legislation will allow neglected elderly to
take their children to court. Media reports of abuse of the elderly have
increased in frequency, including a featured story of a 90- year- old woman forced to live in her
son’s pig pen.
of the rapidly aging population, fueled by the unintended consequence of the
one-child policy, China has faced increasing difficulty in caring for its aging
population. Rapid aging of the population poses significant problems including both social and economic stability, as the burden
of supporting the elderly passes to a proportionately shrinking working
ritual building at Tel Motza is an unusual and striking find, in light of the
fact that there are hardly any remains of ritual buildings of the period in
Judaea at the time of the First Temple," excavation directors
Anna Eirikh, Hamoudi Khalaily and Shua Kisilevitz were quoted as saying in the
uncovered a 2,750-year-old temple near Jerusalem. Inside the temple,
archaeologists found what appeared to be a square altar, with numerous religious
figurines and pottery. The newly discovered structure has massive walls and a
wide, east-facing entrance, conforming to the tradition of temple construction
at the time. The discovery was made during excavations at the Tel Motza
archaeological site, about 3 miles west of Jerusalem.
Tel Motza was associated
with the ancient settlement called "Mozah" in the Holy Bible’s Book
of Joshua. During previous work on the site, archaeologists discovered a large
structure with storehouses and silos. Experts believe that the structure might
have served as a warehouse facility for Jerusalem's grain supplies.
The Bible says the First Temple was built in Jerusalem by
Solomon, son of King David, and archaeologists estimate that construction
was undertaken in the 10th century B.C. The excavation's directors
say the Tel Motza temple would have been active in an era "prior to the religious reforms throughout the kingdom at the end
of the monarchic period (at the time of Hezekiah and Isaiah),” which
abolished all secondary religious sites, which were replaced with the (singular)
main Temple at Jerusalem.
Moonbats in LA sat in long lines of cars to participate in a "guns-for-groceries" scheme in the wake of the Connecticut school shooting.
The anonymous buyback program allowed weapons to be turned in with no questions asked. Handguns, rifles and shotguns could be exchanged for $100 Ralphs grocery store gift cards. Assault weapons earned a $200 card.
Police officers filled bins with more than 1,500 rifles and handguns outside the Los Angeles Memorial Sports Arena and the Van Nuys Masonic Temple, according to the Los Angeles Daily News.
This is reminiscent of the Germans putting barbed wire around the Jewish ghettos to "protect" the Jews. Civilization is merely a veneer folks - look what happened during Hurricane Sandy after 5 days without electricity.
Starbucks is using the power of coffee cups
to influence political discourse in Washington, D.C.
For the first time, Starbucks CEO Howard
Schultz asked his employees in the Washington, D.C. area to write the words
"Come Together" on cups for drink orders as message to Congress and
The President to end the divisive negotiations over the "fiscal cliff”.
In a public letter to employees, Schultz
“In the spirit of the Holiday season and
the Starbucks tradition of bringing people together, we have a unique
opportunity to unite and take action on an incredibly important topic. Rather
than be bystanders, we have an opportunity — and I believe a responsibility —
to use our company’s scale for good by sending a respectful and optimistic
message to our elected officials to come together and reach common ground on
this important issue.”
Schultz said in an interview that the
written message is a way to highlight the damage being done to the
"consumer psyche and behavior" fueled by the fiscal cliff impasse. He also said that Washington’s inability to address the situation
already damaged the economy, and that going over the fiscal cliff “would have a
seismic effect on the rest of the world.”
If lawmakers fail to reach an agreement, sequestration
(automatic spending cuts) will take effect combined with the largest tax increase
in American history. Many economists believe that going opver the "fiscal cliff" will most likely send the weakened U.S. economy back into