Now, be thankful I work for a company that embodies the value of a spirit of generosity, because when I read that, I wasn't thinking very generous things. In fact, it is precisely the mission of the NCTC to connect dots. Right? I mean, who DIDN'T know that? Really? Who didn't know that?
Let's assume, for the moment, that the law does not give the director of NCTC, Michael Leiter, the "primary responsibility within the United States Government for conducting net assessments of terrorist threats," which it does.
The NCTC was set up precisely to solve the dot-connecting problem that the 9/11 Commission identified. The intelligence committee knows this. Congress knows this. The American public knows this. And the NCTC ... well, the NCTC is parsing language.
An intelligence official said that the 14 missed clues could easily be read as the 14 chances the intelligence community had to connect the dots and prevent the bombing attempt -- and failed. Fourteen chances!
It is infuriating to hear such a thing. It seems so obvious to those outside the circle that practicing responsibility and accountability would go along way toward solving the communications issues that prevent a piece of data from getting from point A to point C, which might be the terrorist watch list. There will always be human judgments intervening, and the SSCI report points out how plenty were well-intentioned but ultimately mistaken.
But what the report really revealed, without making the conclusion explicit, is that every entity in the IC seemed to be going out of its way to avoid responsibility for making the call. For picking up the phone, stepping on someone's toes, and saying, "You know what ... something doesn't feel right about this guy." For sending e-mail after e-mail to people in other agencies urging them to check and recheck databases. For making TACTICAL decisions about immediate intelligence priorities.
(Within the past few months, DNI Dennis Blair has set up an analytical cell within the NCTC to evaluate tactical intelligence. Finally!)
The lack of a sense of urgency -- or what John Brennan, the president's chief counter-terrorism adviser calls "pulse" -- is astonishing and disheartening.
Not long ago, I asked a senior intelligence official to estimate the number of separate databases regularly used by entities that conduct counterterrorism missions. He thought for a moment, and said, "About 50." Do these databases talk to one another? Most of them don't. They don't interface. They don't update in real time. Many of them are sealed off from most analysts because of security classifications and turf wars. Yes, there are meetings and task forces designed to facilitate "interoperability."
But to those of us watching someone nearly bring down a plane, no one takes responsibility for making sure, even at the risk to his or her own career, that the damn bits in one server talk to the damn bits in another. Michael Leiter himself is well regarded by the intelligence community. He is trying. But the SSCI report finds explicitly that the NCTC "Failed to Fulfill Its Mission."
That is a damning indictment of a lot of people. It's an indictment of the entire structure of the Office of the Director of National Intelligence, which oversees the NCTC. It's an indictment of the CIA, which apparently still refuses to share key counterterrorism information with the NCTC. It's an indictment of Congress, which has never properly empowered the Director of National Intelligence. It's an indictment of Barack Obama's national security staff, which did not appreciate the magnitude of the problem until this incident. It's an indictment of a culture that still exists among the senior executives at many agencies. These seniors are intelligence professionals, so they are able to mouth phrases like "need to share" and "work together" but when they get back to their desks, they're back into their silos.
It should worry Congress and those concerned about intelligence that the IC culture is broken.
The SSCI gave its report to the White House and the intelligence agencies two months ago, and an official told me last night that the the IC had made progress implementing many of its regulations. The new budget contains more authority for the DNI to make technical decisions more quickly, which should help with the database issues. A DNI official said that Blair "accepted" blame and is making necessary changes.
The report doesn't provide too much detail on intelligence collection, which is par for the course. That stuff is sensitive. But reading through the lines, it appears as if the SSCI wanted to send another message about overreyling on electronic intelligence (ELINT) and signals intelligence (SIGINT) ... and not so much on finding, verifying, vetting and running down nuggets of information from human sources. Human sources are very sensitive and it is very hard to share information from them without disclosing their identities. And many younger IC analysts are trained to read through data, rather than to evaluate HUMINT, much less evaluate it in the context of everything else.
A few days after the Christmas Day incident, President Obama brought his intelligence cabinet together in the Situation Room and said, "I could fire each and every one of you." He did not do that. Instead he said that he would assess each agency's performance over the next several months. Everyone, essentially, was put on notice. Obama's reluctance to fire someone, particularly his director of national intelligence, grated on some in Congress, but they understood the difficulty: firing Adm. Blair would be a gesture, would make a dedicated patriot a scapegoat, and would compound the problem, not help solve it.
No one in government wants to be the DNI because everyone believes that it lacks one of the two fundamental ingredients for power in D.C.: access. But the DNI has plenty of access; it's an open debate about his authority over budgets and programs. Some Blair agonists believe that he hasn't used the power he has and has focused on the wrong priorities. Instead of fighting with the CIA over covert ops, he should have fought with the CIOs of the community over information sharing. Instead of expanding the DNI's 4,000-person staff, he should have pared it down to its essentials, reducing the number of decision makers and streamlining the analytic process. Blair's staff would disagree; they say that budget authority is but one ingredient. The other is the full backing of the president. And there is a perception in Blair's inner circle that the White House hasn't always been there for Denny Blair.
When the National Security Agency began its "Stellar Wind" domestic eavesdropping programs, perhaps the most tragic legacy of that decision was the shame that many analysts at NSA felt upon the program's disclosure. These analysts had spent their entire lives working off the assumption that the NSA does not spy on Americans. That spying on Americans is wrong. When the NSA began to spy on Americans, however carefully they did it, it would not be irresponsible to say that a large number of the people who do their jobs at NSA very well began to question whether their job was worth doing. This is not to say that the policymakers who felt compelled to create the program were wrong. It is to say simply that policies have endogenous consequences as well.
Trump’s misogyny is shocking because it’s so brazen, but it’s infuriating because it’s so familiar. Chances are, if you’re a woman in 2016, you’ve heard it all before.
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The first time you meet Donald Trump, he’s an older male relative who smells like cigarettes and asks when you are going to lose that weight. You’re nine years old. Your parents have to go out and buy a bottle of vodka for him before he arrives. His name is Dick. No, really, it is. At dinner one night, he explains to you that black people are dangerous. “If you turn around, they’ll put a knife in your back.” Except Bill Cosby. “He’s one of the good ones.” Turns out he’s wrong about Cosby and everything else, but the statute of limitations on Dick’s existence on Earth will run out before that information is widely available.
Early photographs of the architecture and culture of Peking in the 1870s
In May of 1870, Thomas Child was hired by the Imperial Maritime Customs Service to be a gas engineer in Peking (Beijing). The 29-year-old Englishman left behind his wife and three children to become one of roughly 100 foreigners living in the late Qing dynasty's capital, taking his camera along with him. Over the course of the next 20 years, he took some 200 photographs, capturing the earliest comprehensive catalog of the customs, architecture, and people during China's last dynasty. On Thursday, an exhibition of his images will open at the Sidney Mishkin Gallery in New York, curated by Stacey Lambrow. In addition, descendants of the subjects of one of his most famous images, Bride and Bridegroom (1870s), will be in attendance.
Even in big cities like Tokyo, small children take the subway and run errands by themselves. The reason has a lot to do with group dynamics.
It’s a common sight on Japanese mass transit: Children troop through train cars, singly or in small groups, looking for seats.
They wear knee socks, polished patent-leather shoes, and plaid jumpers, with wide-brimmed hats fastened under the chin and train passes pinned to their backpacks. The kids are as young as 6 or 7, on their way to and from school, and there is nary a guardian in sight.
A popular television show called Hajimete no Otsukai, or My First Errand, features children as young as two or three being sent out to do a task for their family. As they tentatively make their way to the greengrocer or bakery, their progress is secretly filmed by a camera crew. The show has been running for more than 25 years.
Who will win the debates? Trump’s approach was an important part of his strength in the primaries. But will it work when he faces Clinton onstage?
The most famous story about modern presidential campaigning now has a quaint old-world tone. It’s about the showdown between Richard Nixon and John F. Kennedy in the first debate of their 1960 campaign, which was also the very first nationally televised general-election debate in the United States.
The story is that Kennedy looked great, which is true, and Nixon looked terrible, which is also true—and that this visual difference had an unexpected electoral effect. As Theodore H. White described it in his hugely influential book The Making of the President 1960, which has set the model for campaign coverage ever since, “sample surveys” after the debate found that people who had only heard Kennedy and Nixon talking, over the radio, thought that the debate had been a tie. But those who saw the two men on television were much more likely to think that Kennedy—handsome, tanned, non-sweaty, poised—had won.
“Consumers are jaded about advertising in a way they weren’t several decades ago.”
MasterCard unveiled its new logo earlier this summer, and as far as rebrandings go, the tweaks were subtle: The company kept its overlapping red and yellow balls intact, and moved its name, which was previously front and center, to beneath the balls, while making the text lowercase. With increasing frequency, MasterCard said, it would do away with using its name in the logo entirely. The focus would be more on the symbol than the words.
MasterCard’s move reflects a wider shift among some of the most widely recognized global brands to de-emphasize the text in their logos, or remove it altogether. Nike was among the first brands to do this, in 1995, when its swoosh began to appear with the words “Just Do It,” and then without any words at all. Apple, McDonald’s, and other brands followed a similar trajectory, gravitating toward entirely textless symbols after a period of transition with logos that had taglines like “Think Different” or “I’m lovin’ it.”
In Greenwich, Darien, and New Canaan, Connecticut, bankers are earning astonishing amounts. Does that have anything to do with the poverty in Bridgeport, just a few exits away?
BRIDGEPORT, Conn.—Few places in the country illustrate the divide between the haves and the have-nots more than the county of Fairfield, Connecticut. Drive around the city of Bridgeport and, amid the tracts of middle-class homes, you’ll see burned-out houses, empty factories, and abandoned buildings that line the main street. Nearby, in the wealthier part of the county, there are towns of mansions with leafy grounds, swimming pools, and big iron gates.
Bridgeport, an old manufacturing town all but abandoned by industry, and Greenwich, a headquarters to hedge funds and billionaires, may be in the same county, and a few exits apart from each other on I-95, but their residents live in different worlds. The average income of the top 1 percent of people in the Bridgeport-Stamford-Norwalk metropolitan area, which consists of all of Fairfield County plus a few towns in neighboring New Haven County, is $6 million dollars—73 times the average of the bottom 99 percent—according to a report released by the Economic Policy Institute (EPI) in June. This makes the area one of the most unequal in the country; nationally, the top 1 percent makes 25 times more than the average of the bottom 99 percent.
Thicker ink, fewer smudges, and more strained hands: an Object Lesson
Recently, Bic launched acampaign to “save handwriting.” Named “Fight for Your Write,” it includes a pledge to “encourage the act of handwriting” in the pledge-taker’s home and community, and emphasizes putting more of the company’s ballpoints into classrooms.
As a teacher, I couldn’t help but wonder how anyone could think there’s a shortage. I find ballpoint pens all over the place: on classroom floors, behind desks. Dozens of castaways collect in cups on every teacher’s desk. They’re so ubiquitous that the word “ballpoint” is rarely used; they’re just “pens.” But despite its popularity, the ballpoint pen is relatively new in the history of handwriting, and its influence on popular handwriting is more complicated than the Bic campaign would imply.
Most campaign ads, like most billboards or commercials, are unimaginative and formulaic. Our candidate is great! Their candidate is terrible! Choose us!
With the huge majority of political ads, you would look back on them long after the campaign only for time-warp curio purposes—Look at the clothes they wore in the 80s! Look how corny “I like Ike!” was as a slogan! Look how young [Mitch McConnell / Bill Clinton / Al Gore] once was!—or to find archeological samples of the political mood of a given era.
The few national-campaign ads that are remembered earn their place either because they were so effective in shifting the tone of the campaign, as with George H. W. Bush’s race-baiting “Revolving Door” ad against Michael Dukakis in 1988; or because they so clearly presented the candidate in the desired light, as with Ronald Reagan’s famous “Morning in America” ad in 1984. Perhaps the most effective campaign advertisement ever, especially considering that it was aired only one time, was Lyndon Johnson’s devastating “Daisy Girl” ad, from his campaign against Barry Goldwater in 1964. The power of the Daisy Girl ad was of course its dramatizing the warning that Goldwater might recklessly bring on a nuclear war.
How Washington men working in national security dress—for better or for worse
In 2017, shortly after the next president is inaugurated, thousands of newly appointed federal officials will struggle with the same existential question: What do I wear to my first day of work? I understand their anxiety, having languished over wardrobe during eight years of federal service and pondered the fashion choices of my male colleagues during the interminable meetings that are the hallmark of government work. It’s hard to point to a solid “real world” professional competency that I learned during those years of meetings and memo writing, but one skill I developed is an uncanny ability to tell you where any man in the national security community works based on his apparel. But first, to understand the fashion choices these professionals make, you must understand the culture—and keep in mind that not every employee falls into these stereotyped camps. (I’m also leaving a thorough assessment of female fashion to other writers more qualified.)
The Republican candidate took his case to a shale-industry gathering, and found a welcoming crowd.
PITTSBURGH—“Running for president is a very important endeavor,” Donald Trump said. “What is more important, right?”
He leaned forward on his chair, separated by a heavy black curtain in a makeshift green room from the crowd waiting to hear him speak at the Shale Insight Conference.
“I am running because, number one, I think I will do a very good job. Number two, it’s really about making American great again.” He paused, as if realizing that repeating his campaign slogan might not seem genuine.
“I mean that; I really do want to make America great again,” he said. “That is what it is all about.”
The 70-year-old Republican nominee took his time walking from the green room toward the stage. He stopped to chat with the waiters, service workers, police officers, and other convention staffers facilitating the event. There were no selfies, no glad-handing for votes, no trailing television cameras. Out of view of the press, Trump warmly greets everyone he sees, asks how they are, and, when he can, asks for their names and what they do.