may 1879

Many of the tales of controversy to emerge from the Trump administration have been abstract, or complicated, or murky. Whenever anyone warns about destruction of “norms,” the conversation quickly becomes speculative—the harms are theoretical, vague, and in the future.

This makes new Washington Post reporting about President Donald Trump’s border wall especially valuable. The Post writes about how Trump has repeatedly pressured the Army Corps of Engineers and the Department of Homeland Security to award a contract for building a wall at the southern U.S. border to a North Dakota company headed by a leading Republican donor.

The story demonstrates the shortcomings of Trump’s attempt to bring private-sector techniques into government. It shows his tendency toward cronyism, his failures as a negotiator, and the ease with which a fairly primitive attention campaign can sway him. At heart, though, what it really exemplifies is Trump’s insistence on placing performative gestures over actual efficacy. And it is a concrete example—almost literally—of how the president’s violations of norms weaken the country and waste taxpayer money.

In 1957, a beach-ball-shaped satellite hurtled into the sky and pierced the invisible line between Earth and space. As it rounded the planet, Sputnik drew an unseen line of its own, splitting history into distinct parts—before humankind became a spacefaring species, and after. “Listen now for the sound that will forevermore separate the old from the new,” one NBC broadcaster said in awe, and insistent that others join him. He played the staccato call from the satellite, a gentle beep beep beep.

Decades later, we are not as impressed with satellites. There have been thousands of other Sputniks. Instead of earning front-page stories, satellites stitch together the hidden linings of our daily lives, providing and powering too many basic functions to list. They form a kind of exoskeleton around Earth, which is growing thicker every year with each new launch.

In theory, Amazon is a site meant to serve the needs of humans. The mega-retailer’s boundless inventory gives people easy access to household supplies and other everyday products that are rarely fun to shop for. Most people probably aren’t eager to buy clothes hangers, for instance. They just want to have hangers when they need them.

But when you type hangers into Amazon’s search box, the mega-retailer delivers “over 200,000” options. On the first page of results, half are nearly identical velvet hangers, and most of the rest are nearly identical plastic. They don’t vary much by price, and almost all of the listings in the first few pages of results have hundreds or thousands of reviews that average out to ratings between four and five stars. Even if you have very specific hanger needs and preferences, there’s no obvious choice. There are just choices.

British Prime Minister Theresa May announced Friday that she “will shortly leave the job that has been the honor of my life to hold.”

The long-anticipated address, outside Downing Street, confirms that May will step down as the leader of the Conservative Party on June 7. She will remain prime minister until the party chooses a new leader, a process that will take approximately six weeks.

In many ways, May’s announcement marks a solemn end to a profoundly weak yet surprisingly stable premiership. But if the past three turbulent years of parliamentary deadlock, infighting, and division have demonstrated anything, it’s that May’s leadership ended a long time ago.

Her premiership didn’t begin that way. When May succeeded David Cameron as prime minister in July 2016, she inherited a parliamentary majority and a 20-point lead in the polls over the opposition Labour Party. She was dubbed the “New Iron Lady,” in a favorable nod to the country’s only other female prime minister, Margaret Thatcher. But she also inherited a policy challenge of historic proportions: to deliver on a referendum result she didn’t support, and take Britain out of the European Union.

When Game of Thrones ended its eight-year run on Sunday, the series finale, titled “The Iron Throne,” received a largely negative critical response. Many writers pointed out that the show’s last season had given up on the careful character-building of Thrones’ early days—a problem that, in truth, had started a few years back. The result was a seemingly rushed conclusion where multiple characters made poorly justified decisions and important story lines felt only halfway developed.

The show made plenty of mistakes in its final episode, but among the most significant was Thrones’ abrupt and uncharacteristic turn to moralizing—and its use of heavy-handed allusions to 20th-century history to do so. Characters who were once morally complicated, whose actions fit within well-developed personal motivations and fueled the show’s gripping political drama, became mechanisms to bring the story to a hasty, unearned conclusion. Characters like Daenerys Targaryen and Tyrion Lannister—previously complex and fully formed—became, in “The Iron Throne,” mere tools in the service of a plodding message about the dangers of totalitarianism.

I’m an economist. I love data and evidence. I love them so much that I write books about data-based parenting. When questions arise about how to support parents at work (for example, from Alexandria Ocasio-Cortez on Twitter), my first impulse is to endorse paid parental leave. Mountains of data and evidence show that paid leave is good for children’s health, and for mothers in particular. I am more than comfortable making a data-based case for this policy.

But experience, rather than pure data, leads me to believe that what happens after paid leave is nearly as crucial—that is to say, what happens when Mom and Dad return to the office. We need to normalize the experience of parenting while working.    

On the weekend before the opening gavel of what’s being dubbed the Harvard affirmative-action trial, a record-breaking 597 of my fellow members of the class of ’88 and I, along with alumni from other reunion classes, were seated in a large lecture hall, listening to the new president of Harvard, Lawrence Bacow, address the issue of diversity in the admissions process. What he said—and I’m paraphrasing, because I didn’t record it—was that he could fill five whole incoming classes with valedictorians who’d received a perfect score on the SAT, but that’s not what Harvard is or will ever be. Harvard tries—and succeeds, to my mind—to fill its limited spots with a diversity not only of race and class but also of geography, politics, interests, intellectual fields of study, and worldviews.

President Donald Trump can only escalate. He cannot help it.

On Thursday night, he spread from his own presidential account a video of the speaker of the House, edited to splice together moments when she stumbled over her words, in an apparent effort to deceive people into thinking her drunk or ill. In 2016, Trump’s Russian supporters performed this service for him with faked videos of Hillary Clinton. Now he seems to have decided that if you want a dirty-tricks campaign done right, you must do it yourself.

At the same time, he has put the declassification powers of the presidency to work as part of a larger campaign of cover-up.

Trump directed his attorney general to declassify documents in an effort to depict Trump’s campaign as a victim of improper surveillance in 2016. Trump tweeted that the attorney general had “requested” these powers. That may even be true. But Trump has been demanding such an investigation of U.S. intelligence agencies since long before William Barr got the top law-enforcement job. Barr is compliant and complicit, but the idea is all Trump’s.

Uber is now a massive, publicly traded company. Anyone can buy Uber shares at a valuation of about $70 billion. This isn’t bad for a company losing billions of dollars a year, but it’s a fraction of the $120-billion valuation the IPO’s bankers initially floated. It’s roughly what private investors valued it at three years ago, when the company made $7.43 billion less revenue.

That is to say, there’s a large gulf between how venture capitalists saw the company and how a broader set of investors on the public market see it. Journalists and analysts have tried to explain this yawning gap. Maybe it’s because Uber stayed private too long, or because Lyft messed up ride-hailing IPOs, or because the timing was bad, or because the long shadow of corporate misbehavior has tarnished the brand. With $50 billion on the table, there’s plenty of blame to spread around.

T

he call came in 2014, shortly after Easter. Four years earlier, Catrin Almako’s family had applied for special visas to the United States. Catrin’s husband, Evan, had cut hair for the U.S. military during the early years of its occupation of Iraq. Now a staffer from the International Organization for Migration was on the phone. “Are you ready?” he asked. The family had been assigned a departure date just a few weeks away.  

“I was so confused,” Catrin told me recently. During the years they had waited for their visas, Catrin and Evan had debated whether they actually wanted to leave Iraq. Both of them had grown up in Karamles, a small town in the historic heart of Iraqi Christianity, the Nineveh Plain. Evan owned a barbershop near a church. Catrin loved her kitchen, where she spent her days making pastries filled with nuts and dates. Their families lived there: her five siblings and aging parents, his two brothers.