'Tis I, Helpful Ken, with dented but clean and functional armor on a white mule.....
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Originally Posted by
JMA
You mean there is someone out there who believes that the political strategy has been good (apart from Ray) and the the military intervention has been effective in protecting the civilians of Libya?
A good many do for the first, few to none do for the second.
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Come on Ken, you are joking right?
I do that a lot but not in this case...:D
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I quote from that Wikipedia entry:...
Confucius say man who rely on Wikipedia and Wikileak have leaky Wiki. :wry:
I cannot attest to the veracity of that.
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I stand by my terminology describing the Taliban government as having "folded".
Of course you do, I'd expect nothing less... :D
The fact remains that the then leader of the Talibs, the Good Mullah Omar, is still apparently and nominally in charge ruling through the bulk of his then available and now ten years older and wiser power structure. Recall that the Talibs today are foremost among the several opposing forces ISAF, the US and the theoretical de jure if not de facto Afghan government deal with daily. It thus appears that such 'folding' is or was about as effective as 'humanitarian intervention.' :wry:
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Thanks for the kind words Ken.
They were kind. They are also IMO -- as well as in the opinion of several others -- quite true and thus were meant as a kindness. Constructive. Really. One might give them some thought. You post some great stuff and you also do things that draw words that may seem mildly unkind. We all do that occasionally, most of do not revel in so doing.
You Have Real Credentials
JMA, you have real-world combat experience when it comes to light and air-mobile infantry operations. In that regard you truly enrich the quality of discussion on the forum. Your expertise on those subjects is not only welcome, it is needed here.
It is in these discussions of current events where I'm turned off. If it involves the U.K. you want to be the PM, Foreign Secretary, Minister of Defence, DG of MI6, Commander of the British Armed Forces, and commander of every level below from Army Group to squad, all rolled together. If it's the U.S., you want to be the President, Secretary of State, Secretary of Defense, DG of the CIA, Chairman of the Joint Chiefs of Staff, and every military command level below that.
It gets a bit unreal at times, like "Toto, I don't think we're in Kansas anymore."
Insurgency, Taylorism, MBA's, and the ongoing search for Truth
From the Atlantic, The Management Myth, By MATTHEW STEWART, June 2006 :wry:
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Mayo’s work sheds light on the dark side of the “humanist” tradition in management theory. There is something undeniably creepy about a clipboard-bearing man hovering around a group of factory women, flicking the lights on and off and dishing out candy bars. All of that humanity—as anyone in my old firm could have told you—was just a more subtle form of bureaucratic control. It was a way of harnessing the workers’ sense of identity and well-being to the goals of the organization, an effort to get each worker to participate in an ever more refined form of her own enslavement.
So why is Mayo’s message constantly recycled and presented as something radically new and liberating? Why does every new management theorist seem to want to outdo Chairman Mao in calling for perpetual havoc on the old order? Very simply, because all economic organizations involve at least some degree of power, and power always pisses people off. That is the human condition. At the end of the day, it isn’t a new world order that the management theorists are after; it’s the sensation of the revolutionary moment. They long for that exhilarating instant when they’re fighting the good fight and imagining a future utopia. What happens after the revolution—civil war and Stalinism being good bets—could not be of less concern.
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In the case of my old firm, incidentally, the endgame was civil war. Those who talked loudest about the ideals of the “new” organization, as it turned out, had the least love in their hearts. By a strange twist of fate, I owe the long- evity of my own consulting career to this circumstance. When I first announced my intention to withdraw from the firm in order to pursue my vocation as an unpublishable philosopher at large, my partners let me know that they would gladly regard my investment in the firm as a selfless contribution to their financial well-being. By the time I managed to extricate myself from their loving embrace, nearly three years later, the partnership had for other reasons descended into the kind of Hobbesian war of all against all from which only the lawyers emerge smiling. The firm was temporarily rescued by a dot-com company, but within a year both the savior and the saved collapsed in a richly deserved bankruptcy. Of course, your experience in a “new” organization may be different.
Professor Elton Mayo of the Harvard Business School
Frederick Winslow Taylor, the author of The Principles of Scientific Management