AUSTIN – University of Texas junior Eric Gladstone was sitting in his 500-student organic chemistry class Tuesday morning when his cellphone buzzed with a text message – an urgent warning that a gunman was loose on campus.
Looking around, he noticed others glancing at their cellphones and registering the same worry he was feeling.
The warning sent throughout campus by administrators was prompted by reports that a young man, clad in black, wearing a ski mask and wielding a semiautomatic AK-47, had fired shots as he entered the southern edge of campus. The gunman, 19-year-old UT student Colton Tooley, fatally shot himself after police chased him into a library. No one else was injured.
Within 15 minutes of the first police calls, sirens, e-mails, the UT website and public address systems blared the warnings, telling more than 55,000 students, faculty and staff members that the campus was in lockdown and urging everyone to stay behind locked doors. Meanwhile, law enforcement from the university, city and state swarmed to the site.
UT's efficient alarm system – practiced and coordinated by law enforcement only weeks before – was credited by local and national experts with probably sparing the campus from injuries and death.
Phi Beta Iota: ATTABOY UT. This was a text-book demonstration of responsible university preparation. There is only one other thing that students need to be taught: “Rush & Crush.” They must be drilled the way infantry drills for ambush responses. This is the “swarm” defense. Everyone close enough, call it out, throw something, then “Rush & Crush.”
1. The supercilious attitude of many State Department people, akin to that displayed by Clinton White House staffers to GEN Barry McCaffrey when he worked in Joint Staff J-5: “… we don't talk to you military people …”, something I've had said to me by certain State people.
2. Rudyard Kipling's poem, “Tommy”: “… and it's Tommy this, and Tommy that, and chuck ‘im out, the brute. But it's ‘savior of his country' when the guns begin to shoot.'”)
By Joe Davidson Thursday, September 23, 2010; 8:20 PM
Now that most U.S. military forces have left Iraq, the American diplomats left behind face serious security problems the State Department is ill-prepared to tackle.
That's the grave message the Commission on Wartime Contracting in Iraq and Afghanistan presented to Congress on Thursday.
Much of the security once provided by the military will have to be done by private contractors, yet the department does not have the money to hire the number needed nor the capability to manage them.
Phi Beta Iota: The mixed tragedy-farce that is of our own making in Iraq will continue to drain blood, treasure, and spirit for the simple reason that we went in on the basis of 935 documented lies; while both military and diplomatic organizations lacked the integrity to get it right–one threw money at the problem without thinking, the other “went along” without screaming bloody murder in front of Congress and the public. Today the diplomats–we have zero sympathy–inherent a vast fortress that is actually unsustainable as well as unnecessary. The “threat” is vastly over-stated as it always in when security officers are in charge of threat assessments (the United Nations Department of Safety & Security is led by a former US diplomatic security officer, and we can attest from personal experience that DSS is largely corrupt in the worst case, inept in the best case, in its threat & risk assessments)–within State, ignorance and lack of integrity lead to two complementary problems: way too many individuals, most unqualified to be in-country, to be protected; and a security cadre with absolutely no clue that the “solution” is to evacuate most of them, turn the complex over to the Iraqis, and strip down to real professionals that can navigate in uncertain environments.
Robert David STEELE Vivas Click Here to See Personal Page
ON INTEGRITY
1. Integrity is not just about honor–it is about wholeness of view, completeness of effort, and accuracy or reliability of all of the elements of the whole.
2. Industrial-Era Systems do not adapt because they lack integrity and continue to pay for doing the wrong things righter–the Pentagon is a classic example of such as system.
3. In the 21st Century, intelligence, design, and integrity are the triad that matters most. The truth, the whole truth, and nothing but the truth is the non-negotiable starting position for getting it right, and this is crucially important with respect to the sustainability of the Earth as a home for humanity.
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4. Integrity at the top requires clarity, diversity, and BALANCE–it makes no sense for a Secretary of Defense to continue to screw over the 4% that take 80% of the casualties, spending 80% of the Pentagon budget on the 20% that do not take casualties (occupants of really big expensive things that do not actually go into harm's way).
5. Integrity can be compounded or discounted. It is compounded when public understanding demands political accountability and flag officers ultimately understand that they have sworn an oath to uphold the Constitution, not support the chain of command. It is discounted when flag officers are careerists, ascribe to rankism, and generally betray the public interest in favor of personal advancement.
6. Integrity is ultimately a natural attribute of large groups, and emerges from self-organizing over time. The Declaration of Independence from the United Kingdom is one example; the break-up of the Balkans another; the pending secession of Hawaii and Vermont from the United STATES of America a third. Legitimate grievances give the aggrieved the moral high ground–this is a power no government can repress.
7. Universal access to connectivity and content is a means of accelerating both public access to the truth, and the power of the public to off-set “rule by secrecy,” which inherently lacks integrity across the board.
EXCUSES most commonly heard:
1) I work for the government, we serve the public, I consider myself part of the government, not part of the public, and indeed, choose not to vote or otherwise be active as a citizen.
2) The public elects the politicians, they appoint the leadership, serving the chain of command is how one serves the public.
RIPOSTE:
1) Citizenship trumps occupational role. Every employee is supposed to be a citizen first, a public servant second. They swear an oath to support and defend the Constitution, that includes a responsibility to protect the public from predatory government actions – the recent assassination of a US citizen without due process is a reprehensible example of what happens with uniformed officers and civil servants become morally disengaged.
2) Information asymmetries between the public and the government are such that a democracy demands whistle-blowers and open government. Rule by secrecy is a form of tyranny, a means of avoiding accountability, and ultimately a clear and present danger to the Constitution, the Republic, and the public interest. Because of their Oath, it can be said that government employees have a special responsibility to detect and confront fraud, waste, and abuse – and certainly to disobey and declare illegal orders and plans or programs inconsistent with the Constitution, such as wars not authorized by Congress, or assassinations not based on the rule of law.
In brief, all of our government employees have been “coping out” and failing to live up to their fullest potential as citizens and human beings. To be silent and complacent is to be a slave, not a citizen. Any employee of the government that fails to think about the Constitution and their role in defending the Constitution at every level on every day across every issue area, is failing to honor their Oath of office.
Early in the book you tell the story of how your own perspective on engaging emergence began. Tell us about that experience?
In the 1990′s I managed software projects. I was excellent at figuring out the steps that needed to be done and then making those steps happen — planning the work and then working the plan.
As the projects got bigger and more complex, I ran into a one that involved enough people with different opinions that that old approach just didn’t cut it.
Fortunately, I had the opportunity to work with someone who understood how to work in a different way. Once I experienced it, I had to learn more.
….in the future, any company that lacks a vital core of Gen F employees will soon find itself stuck in the mud.
With that in mind, I compiled a list of 12 work-relevant characteristics of online life. These are the post-bureaucratic realities that tomorrow’s employees will use as yardsticks in determining whether your company is “with it” or “past it.” In assembling this short list, I haven’t tried to catalog every salient feature of the Web’s social milieu, only those that are most at odds with the legacy practices found in large companies.
1. All ideas compete on an equal footing.
2. Contribution counts for more than credentials.
3. Hierarchies are natural, not prescribed.
4. Leaders serve rather than preside.
5. Tasks are chosen, not assigned.
6. Groups are self-defining and self-organizing
7. Resources get attracted, not allocated.
8. Power comes from sharing information, not hoarding it.
9. Opinions compound and decisions are peer-reviewed.
10. Users can veto most policy decisions.
11. Intrinsic rewards matter most.
12. Hackers are heroes.
Phi Beta Iota: We've been skirting all of these since 1988, and even more so since we opened Hackers on Planet Earth (HOPE) in 1994. Please do read the full articulation, and pass it on. It's is the single best summary we have found to date.
Phi Beta Iota: This excellent but truncated report has the same problem we saw in Global Governance 2025–it just does not “get” the dual facts that a) governments no longer rule and b) connecting is not the main event–sense-making is the main event and it is 5-10 years off. THAT will be the revolution. Better–and earlier–insights remain those in 2002 Pinkham (US) Citizen Advocacy in the Information Age and Reference: Social Search 101. The future was defined in 1989, then again in 1992, 1998, and on and on. Connecting all humans with all information in all languages all the time is the end-game. Anything less lacks integrity.
The problem with not putting it all on the line is that it will never (ever) change things for the better.
Not much of a choice, I think. No risk, no art. No art, no reward.
Phi Beta Iota: The Weberian concept of bureaucracy is all about risk reduction and knowledge hoarding. Governments are not only bureaucracies, they are bureaucracies created in the wrong way for the wrong reasons. Public philosophy is now entering a new era, a renaissance. Eventually we anticipate overlapping governments that will be open, hybrid, strictly in the public interest with corruption impossible due to total transparency, AND governments will be intelligence-driven, about design, about the “art” of creating a prosperous world at peace that optimizes human creativity.
