Members of Congress could lean a lot about the problem with rigid thinking, as outlined by former jihadists at a London conference
At the end of June, Google Ideas (a new "think/do" tank funded by Google), the Council on Foreign Relations, and the Tribeca Film Festival sponsored a summit in Dublin, Ireland, that brought together more than 50 former violent extremists to brainstorm ways to combat violent extremism in the world. The participants ranged from former Neo-Nazi skinheads and former Northern Ireland IRA and UDA fighters to former Colombian rebels and former Islamist jihadists. Their politics, in other words, pretty much spanned the spectrum from left to right and represented political, religious, nationalist, and racist movements.
Given the broad range of causes and motivations represented by the participants, I asked Jared Cohen, the head of Google Ideas and the primary organizer of the summit, if there were any common threads or traits he'd observed in all the former extremists he had worked with to make the summit happen. He thought a long moment before answering. The "formers," he said, had vastly different ideologies, different stories and paths, and a wide range of personalities. Was there something they all had in common?
"They're all extremely fixed in their thinking," he finally said. "Or, at least they were when they were active participants in extremist groups."
It is, perhaps, not a good thing that my conversation with Cohen, and some of my conversations with the former extremists at that summit, have come to mind again over the past two weeks as I've watched the double-debacle of the national debt limit and FAA funding fights play out in Congress -- a "debacle" so egregious that it prompted Standard and Poor's to strip the U.S. of its top credit rating over the weekend. But the parallels are also warning signs worth pondering, as we consider where we want our legislators to go from here.
The former extremists at the Google summit had all walked some very difficult roads of hope, anger, naivete, disillusionment, regret, learning, and growth to get where they are today. But many of them spoke of initially being attracted to an ideology that seemed both simple and clear, and which seemed to provide answers to not only how the world was, but also how to fix it. They were young and idealistic. And there is, they acknowledged, a great appeal to simple, black-and-white approaches that reduce messy complexity to something more manageable, with a clear and "simple" fix.
Both the Colombian rebels and the Islamist jihadists had seen real problems and injustices around them and had initially joined activist or resistance groups in the hopes of creating a more fair and better society. That those ideologies were over-simplistic and naive was a problem, of course.
"We had a very sketchy idea about what this grand Islamic state was going to be," admits Noman Benotman, a former commander in the Libyan Islamic Fighting Group (LIFG). "Everybody said, 'Yeah! An Islamic State!' But what's the meaning of an Islamic state? That means, for us, that it will bring justice. It will bring everything. Everything will be nice. Everything will be fixed. Everything will be perfect. But if you ask most of the jihadists, give me a 15-minute lecture about the Islamic state you are going to establish, they will fail. They will talk for maybe two minutes, and you'll wait the other 13."
But the real problem, many of them now say, was not the ideologies themselves, but when those ideologies became both rigid and sacred. Or, as Benotman said, when the ideology became not a means to an end, but an end in of itself; a sacred idol that had to be preserved, intact and uncompromising, at all costs.
"Ideology is a set of concepts and ideas," Benotman explained. "And it's created because it helps any group achieve their goals. Because you need a framework. Liberalism itself is an ideology. And it's extremely useful as a tool, or means. The problem is when [the ideology] becomes not a tool, but the end itself. That means the group starts to act to serve the ideology. To keep it. To protect it. That's the explanation for people who have no tolerance when you're disagreeing with them. Because it's not a difference of tools and means.You're talking about the end, itself. So it's impossible to have a discussion. If you disagree, you are not me. You are the other. You are the enemy."
Granted, there's a long distance between extremist groups willing to employ violence and sacrifice lives as a means of protecting their ideology, shunning any compromise or dissent, and legislators willing to sacrifice the credit rating and potential economic stability of a country, or the paychecks of 74,000 contractors and FAA employees, in order to protect the integrity of their ideology, shunning any compromise or dissent. But the ideological rigidity and unwillingness to compromise, no matter how reckless the consequences, echo similarly enough that we should all be a bit alarmed.
As Benotman said, ideology can be a very helpful in organizing people around a shared set of values or beliefs. And as a starting point, it can be very positive tool. But when any group, whether it's a righteous freshman class of Tea Party diehards or any other offspring of a political or social movement, become not only rigid in their thinking, but also willing to risk recklessly for the sake of keeping their ideological underpinnings intact, we should worry. Because ideology, especially in a democracy made up of differing constituencies and viewpoints, should only be a starting point. When it becomes something more rigid than that, it starts to become dangerous.
Abu Muntasir, a soft-spoken London Imam who once served as a major conduit for young Muslims in England wanting to get to the jihad training camps of Afghanistan and Pakistan, told me that when we become righteous in our beliefs, "we are falling short ... before God."
Muntasir, like all the other former extremists at the Google summit, had learned the hard way where ideology can lead if it becomes too rigid, uncompromising, or a sacred end in and of itself. And all of them have walked very painful paths back from those places to give the rest of us a warning, like Dickens' Ghost of Christmas Future, about where our own folly, hubris, and righteousness could lead. We, and all the legislators who represent us, would do well to listen.
For those who didn't go to prestigious schools, don't come from money, and aren't interested in sports and booze—it's near impossible to gain access to the best paying jobs.
As income inequality in the U.S. strikes historic highs, many people are starting to feel that the American dream is either dead or out of reach. Only 64 percent of Americans still believe that it’s possible to go from rags to riches, and, in another poll, 63 percent said they did not believe their children would be better off than they were. These days, the idea that anyone who works hard can become wealthy is at best a tough sell.
Along with the Nancy Drew series, almost all of the thrillers in the popular teenage franchise were produced by ghostwriters, thanks to a business model that proved to be prescient.
In the opening pages of a recent installment of the children’s book series The Hardy Boys, black smoke drifts though the ruined suburb of Bayport. The town's residents, dressed in tatters and smeared with ash, stumble past the local pharmacy and diner. Shards of glass litter the sidewalk. “Unreal,” says the mystery-solving teenager Joe Hardy—and he's right. Joe and his brother Frank are on a film set, and the people staggering through the scene are actors dressed as zombies. But as is always the case with Hardy Boysbooks, something still isn’t quite right: This time, malfunctioning sets nearly kill several actors, and the brothers find themselves in the middle of yet another mystery.
In most states, where euthanasia is illegal, physicians can offer only hints and euphemisms for patients to interpret.
SAN FRANCISCO—Physician-assisted suicide is illegal in all but five states. But that doesn’t mean it doesn’t happen in the rest. Sick patients sometimes ask for help in hastening their deaths, and some doctors will hint, vaguely, how to do it.
This leads to bizarre, veiled conversations between medical professionals and overwhelmed families. Doctors and nurses want to help but also want to avoid prosecution, so they speak carefully, parsing their words. Family members, in the midst of one of the most confusing and emotional times of their lives, are left to interpret euphemisms.
That’s what still frustrates Hope Arnold. She says throughout the 10 months her husband J.D. Falk was being treated for stomach cancer in 2011, no one would talk straight with them.
There are two types of people in the world: those with hundreds of unread messages, and those who can’t relax until their inboxes are cleared out.
For some, it’s a spider. For others, it’s an unexpected run-in with an ex. But for me, discomfort is a dot with a number in it: 1,328 unread-message notifications? I just can’t fathom how anyone lives like that.
How is it that some people remain calm as unread messages trickle into their inboxes and then roost there unattended, while others can’t sit still knowing that there are bolded-black emails and red-dotted Slack messages? I may operate toward the extreme end of compulsive notification-eliminators, but surveys suggest I’m not alone: One 2012 study found that 70 percent of work emails were attended to within six seconds of their arrival.
This has led me to a theory that there are two types of emailers in the world: Those who can comfortably ignore unread notifications, and those who feel the need to take action immediately.
Soccer’s international governing body has long been suspected of mass corruption, but a 47-count U.S. indictment is one of the first real steps to accountability.
Imagine this: A shadowy multinational syndicate, sprawling across national borders but keeping its business quiet. Founded in the early 20th century, it has survived a tumultuous century, gradually expanding its power. It cuts deals with national governments and corporations alike, and has a hand in a range of businesses. Some are legitimate; others are suspected of beings little more than protection rackets or vehicles for kickbacks. Nepotism is rampant. Even though it’s been widely rumored to be a criminal enterprise for years, it has used its clout to cow the justice system into leaving it alone. It has branches spread across the globe, arranged in an elaborate hierarchical system. Its top official, both reviled and feared and demanding complete fealty, is sometimes referred to as the godfather.
The plight of non-tenured professors is widely known, but what about the impact they have on the students they’re hired to instruct?
Imagine meeting your English professor by the trunk of her car for office hours, where she doles out information like a taco vendor in a food truck. Or getting an e-mail error message when you write your former biology professor asking for a recommendation because she is no longer employed at the same college. Or attending an afternoon lecture in which your anthropology professor seems a little distracted because he doesn’t have enough money for bus fare. This is an increasingly widespread reality of college education.
Many students—and parents who foot the bills—may assume that all college professors are adequately compensated professionals with a distinct arrangement in which they have a job for life. In actuality those are just tenured professors, who represent less than a quarter of all college faculty. Odds are that students will be taught by professors with less job security and lower pay than those tenured employees, which research shows results in diminished services for students.
In any case, people have probably heard the phrase in reference to something gone awry at work or in life. In either setting, when the shit does hit the fan, people will tend to look to the most competent person in the room to take over.
And too bad for that person. A new paper by a team of researchers from Duke University, University of Georgia, and University of Colorado looks at not only how extremely competent people are treated by their co-workers and peers, but how those people feel when, at crucial moments, everyone turns to them. They find that responsible employees are not terribly pleased about this dynamic either.
Getting experienced educators to work in the highest-need schools requires more than bonus pay.
Standing in front of my eighth-grade class, my heart palpitated to near-panic-attack speed as I watched second hand of the clock. Please bell—ring early, I prayed. It was my second day of teaching, and some of my middle-school male students were putting me to the test.
In a span of three minutes, the group in room 204 had morphed from contained to out of control. Two boys were shooting dice in the back of the room, and as I instructed them to put their crumpled dollar bills away, several others took off their shoes and began tossing them around like footballs. Before I could react, one boy broke into my supply closet. He snatched handfuls of No. 2 pencils and highlighters and sprinted out of the room, slamming the door behind him.
New research confirms what they say about nice guys.
Smile at the customer. Bake cookies for your colleagues. Sing your subordinates’ praises. Share credit. Listen. Empathize. Don’t drive the last dollar out of a deal. Leave the last doughnut for someone else.
Sneer at the customer. Keep your colleagues on edge. Claim credit. Speak first. Put your feet on the table. Withhold approval. Instill fear. Interrupt. Ask for more. And by all means, take that last doughnut. You deserve it.
Follow one of those paths, the success literature tells us, and you’ll go far. Follow the other, and you’ll die powerless and broke. The only question is, which is which?
Of all the issues that preoccupy the modern mind—Nature or nurture? Is there life in outer space? Why can’t America field a decent soccer team?—it’s hard to think of one that has attracted so much water-cooler philosophizing yet so little scientific inquiry. Does it pay to be nice? Or is there an advantage to being a jerk?
The Islamic State is no mere collection of psychopaths. It is a religious group with carefully considered beliefs, among them that it is a key agent of the coming apocalypse. Here’s what that means for its strategy—and for how to stop it.
What is the Islamic State?
Where did it come from, and what are its intentions? The simplicity of these questions can be deceiving, and few Western leaders seem to know the answers. In December, The New York Times published confidential comments by Major General Michael K. Nagata, the Special Operations commander for the United States in the Middle East, admitting that he had hardly begun figuring out the Islamic State’s appeal. “We have not defeated the idea,” he said. “We do not even understand the idea.” In the past year, President Obama has referred to the Islamic State, variously, as “not Islamic” and as al-Qaeda’s “jayvee team,” statements that reflected confusion about the group, and may have contributed to significant strategic errors.