Coping with Difficult People

Coping with Difficult People
Robert Bramson



BASIC COPING STEPS
The six fundamental steps below will help you to cope successfully, no matter what type of difficult person you need to deal with.
1. ASSESS THE SITUATION
Can your troubled relations be resolved by an honest discussion, or are you confronted by a difficult person who habitually acts in a difficult manner?
2. STOP WISHING THEY WERE DIFFERENT
Acknowledge difficult people for what they are. Stop hoping they'll miraculously change or disappear.
3. TRY TO VIEW THE DIFFICULT BEHAVIOR OBJECTIVELY
Try to categorize the person in order to see his or her difficult behavior as a whole.
Try to understand the difficult person's behavior by thinking of instances in which you acted similarly.
4. FORMULATE A COPING STRATEGY
In what way can you change the pattern of interaction between you and the other person so that his or her positive, productive responses are nourished and his or her negative responses are inhibited?
5. IMPLEMENT YOUR PLAN
Choose a time when the difficult person is not unusually burdened with other concerns, and when you have time to carry through with your plan.
Prepare for coping by practicing your responses in front of a mirror or by role playing with a friend.
6. MONITOR YOUR PROGRESS AND MODIFY YOUR PLAN AS REQUIRED
If your strategy isn't working, consider whether you have assessed the difficult person's behavior correctly
Do the benefits of coping outweigh the cost of putting up with the difficult person? If not, is there a way you can avoid the difficult person altogether?

COPING METHOD ABSTRACT
Some kinds of people are more difficult to understand and work with effectively than others. For example: Most of us, at times, encounter clients (or co-workers) who are hostile, complaining, or excessively indecisive, and perhaps find them irritating, frustrating, and very hard to deal with in a constructive way.
There are seven behavior patterns that seem to be particularly difficult to handle:

THE HOSTILE AGGRESSIVE TRIO: Sherman Tanks, Snipers and Exploders
These people display a strong need to shape the world around them; they combine aggressiveness with hostility-throwing tantrums, bullying and intimidating, or making cutting remarks-whenever they don't get their own way.
To cope with these people:
1. Stand up to them, but don't get into an argument.
2. Acknowledge and accept your own opinions andfeelings.
3. Expect to feel rage, but control your behavior.
4. With Snipers, smoke out the attacking nature of the"remark."
5. With Exploders, take what they say seriously andmake sure that they know you do.
6. Manufacture a break in the interaction, if possible.

INDECISIVES
Indecisives are those people who postpone major decisions, as they have learned that the need for most decisions, if they are left unmade, eventually disappears. They may also find it difficult to make a decision until all of the elements are perfect-which means never.
To cope with these people:
1. Help them to voice their concerns or conflicts.
2. Use their "indirectness" as a key to understandingpoints of concern.
3. Provide face-to-face support when possible.
4. Cut down the alternatives you offer.
5. Keep the action step in your hand.
6. Watch for a sudden change in behavior as a signyou've pushed too far.


COMPLAINERS
Although these people point out real problems, they incessantly gripe without ever trying to do anything about what they are complaining about, either because they feel they can't, or because they refuse to bear the responsibility.
To cope with these people:
1. Listen so they can let off steam.
2. Deal with your own guilt.
3. Acknowledge their complaints and feelings, butdon't agree (empathize, don't sympathize).
4. Ask factual, problem-solving questions.
5. Make limiting responses (for example: "You feel youweren't treated well this morning").
6. Ask how they would like things to turn out.

NEGATIVISTS
When others are trying to solve a problem or improve a procedure, Negativists go to work. While they don't intend to throw a wet blanket on every idea, they firmly believe that every obstacle is an immutable barrier out of anyone's power, and thus offer comments like, "it won't work," or "it's impossible"... and deflate the optimism of those around them.
To effectively cope with these people:
1. Watch for and control your own "sympatheticdepression."
2. Make optimistic, but realistic statements.
3. Stay away from solution steps for as long as possible.
4. Don't try to convince them that "things are notso bad."
5. Be prepared to take action on your own.
6. Use their negativism to point out potential problemsthat may need contingency planning.

SILENT-AND-UNRESPONSIVES
When you're looking for information, these people either can't or won't talk. Instead, they respond with a yap, a no, or a grunt. Getting them to talk is the major problem.
To effectively cope with these people:
1. Deal with your own need to fill the silence.
2. Ask open-ended questions.
3. Use the friendly, silent stare.
4. Question their lack of response (for example: "Whatdoes it mean?").
5. End the interaction yourself; don't let it dribble away

EXPERT KNOW-IT-ALLS
These are those "superior" people who believe, and want you to recognize, that they know everything there is to know about anything worth knowing. They are condescending, imposing (if they really do know what they're talking about), or pompous (if they don't), and they will likely make you feel like an idiot.
To effectivelly cope with real expert Know-it-alls you:
1. Do your homework.
2. Ask extensional questions (for example: "Now howwould that apply to our project?").
3. Make factual, but not dogmatic, statements.Be concrete.
4. Choose a subordinate role, if all else fails.
To effectively cope with phoney expert Know-it-alls you:
1. State correct facts or alternative opinions as clearlyas possible, and present them as your own perceptions of reality.
2. Provide a means for the phoney Know-it-all to saveface.
3. Be ready to fill the conversation gap yourself.
4. Cope with this type of person when he or she isalone, whenever possible.

SUPER-AGREEABLES
Having a strong need to be liked and accepted themselves, Super-Agreeables know that people like people who have the good sense to like them. And herein lies the secret of their behavior. They are often very personable, funny, and outgoing individuals who are always very reasonable, sincere, and supportive in your presence. But, rather than directly risk losing your friendship or approval, Super-Agreeables will commit themselves to actions on which they cannot or will not follow through.
To effectively cope with these people:
1. Help them express their true feelings; listen carefullyto what they have to say.
2. Keep in mind that they need your approval.
3. Be appreciative of their humor.
4. Be personal with them.
5. Collaborate with them to help them follow through.


THE COPING PLAN
The Coping Plan consists of a series of questions that can help you to do the best possible job of coping, given your personality and the circumstances in which you find yourself. While completing the plan, keep these things in mind:
YOU'RE THE ONE WHO IS COPING
Expect to have to do more than your share of the work. Remind yourself that your alternatives are to keep on stewing and getting irritated; to get out of the situation; to choose to live with the difficult behavior; or to persist in your coping attempts even if the fault lies with the difficult person.

WISHING THEY WERE DIFFERENT
The feelings of resentment and fatigue that may wash over you stem from "wishing they were different." While feelings such as these are most understandable, they can keep you from working hard at coping.

IF IT'S YOUR BOSS OR SPOUSE
The more relevant and important the relationship is to you, the more important it will be for you to practice, in private, the coping words you are likely to use.

COMBINATIONS
Many difficult people are combinations of difficult behavior patterns.
The rule of thumb is to use the coping methods that are indicated for both patterns, in alternating sequence. For example, you have been assigned a procrastinating staff member. This person sidesteps the issue of work that hasn't been done by kidding a lot. However, there is a bite to the jokes, and you're the one that gets bitten. "Ah yes," you say to yourself, "a super-agreeable, covert hostile-aggressive." In this situation, your coping plan will be to:

PERSISTENCE PAYS
Be ready to persist in your coping efforts. Remember that quickly becoming fed up with difficult people is a very human reaction-most people do. That is why difficult behavior "works," at least in the short run. Enjoin yourself to stay with the effort. Persistence is more important to effective coping than the skill or comfort with which you carry out the methods.
1. Describe in as much detail as possible the behavior of a person youfind difficult.
2. Write down briefly your understanding of that behavior.
3. Think now of your past behavior as you have interacted with that person. Describe in as much detail as you can. Have there been times and/or situations in which the interaction seemed better? Worse?
4. As you review what you have written down under item 3, determine thepersonal traits that have enabled you to cope effectively in the past, and acknowledge those personal strengths.
5. Now, think of the coping behaviors most likely to be useful with thedifficult person you have described. Consider that some behavior represents a mixture of defensive reactions. What have you tried that seemed to work? What has not worked?
6. In what area(s) do you need skill/practice in coping?
7. Action Ran: Identify the difficult people in your life with whom you needto cope; develop a coping strategy and implement it; set a deadline, and expect results after a predetermined period of time has elapsed. If you do not achieve the desired results in that period of time, rethink your plan and try again.

REFERENCE LIST
Bramson, Robert. Coping with Difficult People, Anchor Press/ Doubleday, 1981.
Bramson, Robed. Coping with Difficult People, Cassette Works, Pasadena, CA 91102-0158, 1983. (A Cassette Course)
Fromm, Erich. Man for Himself, Fawcett Publications, Inc., Greenwich, CT, 1947.
Luft, Joseph. Of Human Interaction, National Press Books, Palo Alto, CA, 1969.
Meininger, Jut. Success Through Transactional Analysis, Signet Books, New American Library, Inc., 1972.
Satir, Virginia. People Making, Science and Behavior Books, Inc., Palo Alto, CA, 1972.
Walton, R.E. Intrapersonal Peacemaking: Confrontation and Third Party Consultation, Addison-Wesley, 1969.

The Skeptic

The Skeptic
“…But the new rebel is a Skeptic, and will not entirely trust anything.
 He has no loyalty; therefore he can never be really a revolutionist.
 And the fact that he doubts everything really gets in his way when he wants to denounce anything. For all denunciation implies a moral doctrine of some kind; and the modern revolutionist doubts not only the institution he denounces, but the doctrine by which he denounces it.

Thus he writes one book complaining that imperial oppression insults the purity of women, and then he writes another book (about the sex problem) in which he insults it himself.

He curses the Sultan because Christian girls lose their virginity, and then curses Mrs. Grundy because they keep it.

As a politician, he will cry out that war is a waste of life, and then, as a philosopher, that all life is waste of time.

A Russian pessimist will denounce a policeman for killing a peasant, and then prove by the highest philosophical principles that the peasant ought to have killed himself.

A man denounces marriage as a lie, and then denounces aristocratic profligates for treating it as a lie.

He calls a flag a bauble, and then blames the oppressors of Poland or Ireland because they take away that bauble.

The man of this school goes first to a political meeting, where he complains that savages are treated as if they were beasts; then he takes his hat and umbrella and goes on to a scientific meeting, where he proves that they practically are beasts.

In short, the modern revolutionist, being an infinite skeptic, is always engaged in undermining his own mines. In his book on politics he attacks men for trampling on morality; in his book on ethics he attacks morality for trampling on men.
 Therefore the modern man in revolt has become practically useless for all purposes of revolt.
 By rebelling against everything he has lost his right to rebel against anything…”
G. K. Chesterton

Possible questions Israel asked Hosea

Possible questions Israel asked Hosea

Totally Undeserved
• Hosea, why would a godly, upright man like you love a filthy, treacherous whore?
• You tell me, why would a holy, righteous God love a sinful, adulterous people like us?

Desperately Needed
• Hosea, do you think that whore needs your love?
• You tell me, don't we desperately need God's love?

Extremely Costly
• Hosea, why would you pay such a high price for a woman who despises your love?
• You tell me, why would God be willing to sacrifice his own son for people like us who despise his love?

Wonderfully Transforming
• Hosea, what do you get from loving this worthless woman?
• You tell me, what happens when God loves us unconditionally? That is the only way for him to change us.

Hosea

HOSEA

1. God is the great Cosmic Lover
• God is the aggressor and pursuer
• God is passionate
• God seeks you before you seek Him
• God pulls your heart towards Him
• God wants to capture your heart fully

God “wooed and married” Israel (2:19)
Hosea is commanded to marry Gomer (1:1-3)
Christ is wooing you and wants to “marry” you (you are the Bride of Christ)
[Eph 5:25-27, Rom 7:4, Rev. 19:7-9]
• Intimacy
• Union
• Love
• Partnership

2. Love grows luke-warm or cold
Gomer leaves Hosea for another man and has three children
God commands Hosea to name his children (1:3-10)
• Jezreel [punishment for Jehu’s massacre]
• Lo-Ruhamah [Not-loved]
• Lo-Ammi [Not-my people]
Israel’s love grows cold (2:1-5; 11:1-4)
Has your love for Christ grown cold?
• Initial experience wears off
• Seek the feelings instead of God
• Life happens
• Stress, needs and wants crowd in
• Materialism, hedonism, comfort, ease, excitement

3. Other things or people capture our heart

IDOLATRY (13:1-3)
What has captured your heart and taken it away from Christ?

• Job or career
• Money or possessions
• Fame or popularity
• Entertainment or diversions
• Sports or clubs
• Power or control
• Sex or romance
• Drugs or alcohol
• Friend or lover
• Spouse or children

4. God tries to win us back with His kindness and goodness (Hosea 11:1-4)
Hosea won Gomer back (3:1-2)
God woos Israel back (2:19-23)
God is trying to win you back (Romans 2:4; 2 Peter 3:9)
• He blesses us even though we don't deserve it
• He helps us succeed even though we ignore him
• He grants our desires
• Sense of peace and fulfillment

5. As a last resort He must discipline us in order to win us back
Hosea had to be firm with Gomer (3:3)
God had to discipline Israel (3:4-5)
God may have to discipline you before you repent
• First He warns us
• Often He demonstrates on others
• He lets us suffer the consequences of our sinful and selfish choices
(4:1-13; 5:1-14; 9:11-17; 10:13-14)
- Ruined relationship
- Career failure
- Stress
- Disease
- Debt
- Downward spiral
• Finally He must act towards us
- Health
- Economic
- Relationships
- Career
- Accident
God will show compassion (11:8-11)
Repentance and Renewal
• Repentance
(8:2; 10:12; 12:6)
• Renewal
(6:1-3; 1:10; 2:14-15)

Hosea 14

Christ will restore and renew you if you repent and return to Him

Coping with Difficult People

Coping with Difficult People
Robert Bramson


BASIC COPING STEPS
The six fundamental steps below will help you to cope successfully, no matter what type of difficult person you need to deal with.
1. ASSESS THE SITUATION
Can your troubled relations be resolved by an honest discussion, or are you confronted by a difficult person who habitually acts in a difficult manner?
2. STOP WISHING THEY WERE DIFFERENT
Acknowledge difficult people for what they are. Stop hoping they'll miraculously change or disappear.
3. TRY TO VIEW THE DIFFICULT BEHAVIOR OBJECTIVELY
Try to categorize the person in order to see his or her difficult behavior as a whole.
Try to understand the difficult person's behavior by thinking of instances in which you acted similarly.
4. FORMULATE A COPING STRATEGY
In what way can you change the pattern of interaction between you and the other person so that his or her positive, productive responses are nourished and his or her negative responses are inhibited?
5. IMPLEMENT YOUR PLAN
Choose a time when the difficult person is not unusually burdened with other concerns, and when you have time to carry through with your plan.
Prepare for coping by practicing your responses in front of a mirror or by role playing with a friend.
6. MONITOR YOUR PROGRESS AND MODIFY YOUR PLAN AS REQUIRED
If your strategy isn't working, consider whether you have assessed the difficult person's behavior correctly
Do the benefits of coping outweigh the cost of putting up with the difficult person? If not, is there a way you can avoid the difficult person altogether?

COPING METHOD ABSTRACT
Some kinds of people are more difficult to understand and work with effectively than others. For example: Most of us, at times, encounter clients (or co-workers) who are hostile, complaining, or excessively indecisive, and perhaps find them irritating, frustrating, and very hard to deal with in a constructive way.
There are seven behavior patterns that seem to be particularly difficult to handle:

THE HOSTILE AGGRESSIVE TRIO: Sherman Tanks, Snipers and Exploders
These people display a strong need to shape the world around them; they combine aggressiveness with hostility-throwing tantrums, bullying and intimidating, or making cutting remarks-whenever they don't get their own way.
To cope with these people:
1. Stand up to them, but don't get into an argument.
2. Acknowledge and accept your own opinions andfeelings.
3. Expect to feel rage, but control your behavior.
4. With Snipers, smoke out the attacking nature of the"remark."
5. With Exploders, take what they say seriously andmake sure that they know you do.
6. Manufacture a break in the interaction, if possible.

INDECISIVES
Indecisives are those people who postpone major decisions, as they have learned that the need for most decisions, if they are left unmade, eventually disappears. They may also find it difficult to make a decision until all of the elements are perfect-which means never.
To cope with these people:
1. Help them to voice their concerns or conflicts.
2. Use their "indirectness" as a key to understandingpoints of concern.
3. Provide face-to-face support when possible.
4. Cut down the alternatives you offer.
5. Keep the action step in your hand.
6. Watch for a sudden change in behavior as a signyou've pushed too far.

COMPLAINERS
Although these people point out real problems, they incessantly gripe without ever trying to do anything about what they are complaining about, either because they feel they can't, or because they refuse to bear the responsibility.
To cope with these people:
1. Listen so they can let off steam.
2. Deal with your own guilt.
3. Acknowledge their complaints and feelings, butdon't agree (empathize, don't sympathize).
4. Ask factual, problem-solving questions.
5. Make limiting responses (for example: "You feel youweren't treated well this morning").
6. Ask how they would like things to turn out.

NEGATIVISTS
When others are trying to solve a problem or improve a procedure, Negativists go to work. While they don't intend to throw a wet blanket on every idea, they firmly believe that every obstacle is an immutable barrier out of anyone's power, and thus offer comments like, "it won't work," or "it's impossible"... and deflate the optimism of those around them.
To effectively cope with these people:
1. Watch for and control your own "sympatheticdepression."
2. Make optimistic, but realistic statements.
3. Stay away from solution steps for as long as possible.
4. Don't try to convince them that "things are notso bad."
5. Be prepared to take action on your own.
6. Use their negativism to point out potential problemsthat may need contingency planning.

SILENT-AND-UNRESPONSIVES
When you're looking for information, these people either can't or won't talk. Instead, they respond with a yap, a no, or a grunt. Getting them to talk is the major problem.
To effectively cope with these people:
1. Deal with your own need to fill the silence.
2. Ask open-ended questions.
3. Use the friendly, silent stare.
4. Question their lack of response (for example: "Whatdoes it mean?").
5. End the interaction yourself; don't let it dribble away

EXPERT KNOW-IT-ALLS
These are those "superior" people who believe, and want you to recognize, that they know everything there is to know about anything worth knowing. They are condescending, imposing (if they really do know what they're talking about), or pompous (if they don't), and they will likely make you feel like an idiot.
To effectivelly cope with real expert Know-it-alls you:
1. Do your homework.
2. Ask extensional questions (for example: "Now howwould that apply to our project?").
3. Make factual, but not dogmatic, statements.Be concrete.
4. Choose a subordinate role, if all else fails.
To effectively cope with phoney expert Know-it-alls you:
1. State correct facts or alternative opinions as clearlyas possible, and present them as your own perceptions of reality.
2. Provide a means for the phoney Know-it-all to saveface.
3. Be ready to fill the conversation gap yourself.
4. Cope with this type of person when he or she isalone, whenever possible.

SUPER-AGREEABLES
Having a strong need to be liked and accepted themselves, Super-Agreeables know that people like people who have the good sense to like them. And herein lies the secret of their behavior. They are often very personable, funny, and outgoing individuals who are always very reasonable, sincere, and supportive in your presence. But, rather than directly risk losing your friendship or approval, Super-Agreeables will commit themselves to actions on which they cannot or will not follow through.
To effectively cope with these people:
1. Help them express their true feelings; listen carefullyto what they have to say.
2. Keep in mind that they need your approval.
3. Be appreciative of their humor.
4. Be personal with them.
5. Collaborate with them to help them follow through.

THE COPING PLAN
The Coping Plan consists of a series of questions that can help you to do the best possible job of coping, given your personality and the circumstances in which you find yourself. While completing the plan, keep these things in mind:
YOU'RE THE ONE WHO IS COPING
Expect to have to do more than your share of the work. Remind yourself that your alternatives are to keep on stewing and getting irritated; to get out of the situation; to choose to live with the difficult behavior; or to persist in your coping attempts even if the fault lies with the difficult person.
WISHING THEY WERE DIFFERENT
The feelings of resentment and fatigue that may wash over you stem from "wishing they were different." While feelings such as these are most understandable, they can keep you from working hard at coping.
IF IT'S YOUR BOSS OR SPOUSE
The more relevant and important the relationship is to you, the more important it will be for you to practice, in private, the coping words you are likely to use.
COMBINATIONS
Many difficult people are combinations of difficult behavior patterns.
The rule of thumb is to use the coping methods that are indicated for both patterns, in alternating sequence. For example, you have been assigned a procrastinating staff member. This person sidesteps the issue of work that hasn't been done by kidding a lot. However, there is a bite to the jokes, and you're the one that gets bitten. "Ah yes," you say to yourself, "a super-agreeable, covert hostile-aggressive." In this situation, your coping plan will be to:
PERSISTENCE PAYS
Be ready to persist in your coping efforts. Remember that quickly becoming fed up with difficult people is a very human reaction-most people do. That is why difficult behavior "works," at least in the short run. Enjoin yourself to stay with the effort. Persistence is more important to effective coping than the skill or comfort with which you carry out the methods.
1. Describe in as much detail as possible the behavior of a person youfind difficult.
2. Write down briefly your understanding of that behavior.
3. Think now of your past behavior as you have interacted with that person. Describe in as much detail as you can. Have there been times and/or situations in which the interaction seemed better? Worse?
4. As you review what you have written down under item 3, determine thepersonal traits that have enabled you to cope effectively in the past, and acknowledge those personal strengths.
5. Now, think of the coping behaviors most likely to be useful with thedifficult person you have described. Consider that some behavior represents a mixture of defensive reactions. What have you tried that seemed to work? What has not worked?
6. In what area(s) do you need skill/practice in coping?
7. Action Ran: Identify the difficult people in your life with whom you needto cope; develop a coping strategy and implement it; set a deadline, and expect results after a predetermined period of time has elapsed. If you do not achieve the desired results in that period of time, rethink your plan and try again.

REFERENCE LIST
Bramson, Robert. Coping with Difficult People, Anchor Press/ Doubleday, 1981.
Bramson, Robed. Coping with Difficult People, Cassette Works, Pasadena, CA 91102-0158, 1983. (A Cassette Course)
Fromm, Erich. Man for Himself, Fawcett Publications, Inc., Greenwich, CT, 1947.
Luft, Joseph. Of Human Interaction, National Press Books, Palo Alto, CA, 1969.
Meininger, Jut. Success Through Transactional Analysis, Signet Books, New American Library, Inc., 1972.
Satir, Virginia. People Making, Science and Behavior Books, Inc., Palo Alto, CA, 1972.
Walton, R.E. Intrapersonal Peacemaking: Confrontation and Third Party Consultation, Addison-Wesley, 1969.

Scientology

The Church of Scientology and Christianity

1. Introduction to Scientology
• Founded by Science Fiction writer L. Ron Hubbard in 1962
• Scientology is the study and handling of the spirit in relationship to itself, others and all of life
• In Scientology no one is asked to accept anything as belief or on faith. That which is true for you is what you have observed to be true. An individual discovers for himself that Scientology works by personally applying its principles and experiencing results

2. The Nature of Man
• Man is an immortal, spiritual being. His experience extends well beyond a single lifetime. His capabilities are unlimited
• Man consists of three parts. The first of these is the spirit, called the thetan, which is the individual himself.
• The second is the mind. The thetan uses his mind as a communication and control system between himself and his environment.
• The third of these parts is the body. The body is not the person
• The thetan has lived through many past lives and will continue to live beyond the death of the body.
• Through the Scientology process of "auditing," people can free themselves of traumatic incidents, ethical transgressions and bad decisions which are said to collectively restrict the person from reaching the state of "Clear" and "Operating Thetan." Each state is said to represent the recovery of native spiritual abilities and to confer mental and physical benefits.
• A person is basically good, but becomes "aberrated" by moments of pain and unconsciousness.
• Psychiatry and psychology are destructive and abusive practices

3. The Dynamics of Existence
• The basic command followed by all life, "Survive!" is subdivided into eight dynamics (dynamic meaning urge, drive or impulse). All activities in one’s varied life can be inspected, understood and harmonized with all others to increase survival.
• 8th Dynamic INFINITY, also commonly called God, the Supreme Being or Creator.
• 7th Dynamic SPIRITUAL dynamic — anything spiritual with or without identity, life source.
• 6th Dynamic PHYSICAL UNIVERSE with its four components of matter, energy, space and time.
• 5th Dynamic LIFE FORMS including all plant and animal life.
• 4th Dynamic MANKIND as a species.
• 3rd Dynamic GROUP SURVIVAL whether friends, a club, company, nation or race.
• 2nd Dynamic FAMILY and children and all other creativity.
• 1st Dynamic SELF — the individual, including his body, mind and immediate possessions.
• Through Scientology, a person realizes that his life and influence extend far beyond himself. By understanding each of these dynamics and their relationship, one to the other, he is able to do so, and thus increase survival on all of these dynamics

4. ARC, KRC and the Tone Scale
• The Scientology symbol contains two triangles which Hubbard called the "ARC triangle" and the "KRC triangle", respectively. The points of the lower triangle are said to represent Affinity (emotional responses), Reality (an agreement on what is real) and Communication. Improving one aspect of the triangle increases the level of the other two. The points of the upper triangle represent Knowledge, Responsibility and Control
• These two environments may not actually agree. Therefore, a therapy which asks man to adapt to the environment rather than adapt the environment to man is a slave philosophy and is unworkable simply because it is not true
• The tone scale places human moods and behaviors a scale from -40 ("Total Failure") to +40 ("Serenity of Being")
• Communication is the solution so a person will climb from the bottom to the top by improving his ability to communicate

5. The Auditing Session and the Bridge to Total Freedom
• Scientology practices are structured in sequential levels because rehabilitation takes place on a "gradient", that is, easier steps are taken first and only then greater complexities are handled
• In auditing, the member discloses specific traumatic incidents, prior ethical transgressions and bad decisions to his assistant
• Members are helped across this bridge by the help of an assistant who asks them many questions and assigns readings
• Most auditing requires an E-meter, a device that measures minute changes in electrical resistance through the body when a person holds electrodes, and a small current is passed through them; Scientology states that it helps locate an area of concern.
• Scientologists follow The Way to Happiness, which defines morals as "a code of good conduct laid down out of the experience of the race to serve as a uniform yardstick for the conduct of individuals and groups"
• An action must contain construction which outweighs the destruction it contains in order to be considered good. "Good is any action which brings the greatest construction to the greatest number of dynamics while bringing the least destruction

6. The States of Existence
• Exteriorization as it is known in Scientology is to "be three feet back of your head"
• In 1952, Hubbard reported he was able to stand as a unit of life independently of the physical body
• One being can attain several different states of existence in just one lifetime. Some savants amongst the Himalayas have worked in this direction, and Buddha spoke of it. Fifteen or twenty years of hard work were said to result in a nebulous conclusion. With Scientology, there are no such uncertainties. These higher states can be attained through Dianetics and Scientology auditing

7. Past Lives and Extraterrestrial Beings
• The cause of "aberrations" in a human mind was an accumulation of pain and unconscious memories of traumatic incidents, some of which predated the life of the human. He extended this view further in Scientology, declaring that "thetans" have existed for tens of trillions of years, during which time, they have been exposed to a vast number of traumatic incidents, and have made a great many decisions that influence their present state.
• Some past traumas may have been deliberately inflicted in the form of "implants" used by extraterrestrial dictatorships such as Helatrobus to brainwash and control the population. Hubbard's lectures and writings include a wide variety of accounts of complex extraterrestrial civilizations and alien interventions in earthly events, collectively described by Hubbard as "space opera."
• Xenu, an alien ruler of the "Galactic Confederacy," 75 million years ago brought billions of people to Earth in spacecraft, stacked them around volcanoes and blew them up with hydrogen bombs. Their souls then clustered together, stuck to the bodies of the living and continue to do this today. These clustered spirits are called" Body Thetans," and advanced-level Scientologists place considerable emphasis on isolating these alien souls and neutralizing their ill effects
• One can move through the levels of existence: Communication, Problems, Relief, Freedom, Ability, Power, Clear, Operating Thetan
• "Operating" in this context means "able to act and handle things" and a "thetan" is the spiritual being that is the basic self. An Operating Thetan then is an individual who could operate totally independently of his body whether or not he had one or didn't have one. He's now himself and is not dependent on the universe around him

8. The Aims of Scientology
• A civilization without insanity, without criminals and without war, where the able can prosper and honest beings can have rights, and where man is free to rise to greater heights

9. Scientology and Christianity



Books by L. Ron Hubbard

Fiction
Buckskin Brigades (1937), ISBN 0-88404-280-4
Final Blackout (1940), ISBN 0-88404-340-1
Fear (1951), ISBN 0-88404-599-4
Typewriter in the Sky (1951), ISBN 0-88404-933-7
Ole Doc Methuselah (1953), ISBN 0-88404-653-2
Battlefield Earth (1982), ISBN 0-312-06978-2
Mission Earth (1985-87), 10 vols.

Scientology and Dianetics
Dianetics: The Modern Science of Mental Health, New York 1950, ISBN 0-88404-416-5
Child Dianetics. Dianetic Processing for Children, Wichita, Kansas 1951, ISBN 0-88404-421-1
Scientology 8-8008, Phoenix, Arizona 1952, ISBN 0-88404-428-9
Dianetics 55!, Phoenix, Arizona 1954, ISBN 0-88404-417-3
Dianetics: The Evolution of a Science Phoenix, Arizona 1955, ISBN 1-4031-0538-3
Scientology: The Fundamentals of Thought, Washington, DC 1956, ISBN 0-88404-503-X
The Problems of Work, Washington, DC 1956, ISBN 0-88404-377-0
Have You Lived Before This Life, East Grinstead, Sussex 1960, ISBN 0-88404-447-5
Scientology: A New Slant on Life, East Grinstead, Sussex 1965, ISBN 1-57318-037-8
The Volunteer Minister's Handbook Los Angeles 1976, ISBN 0-88404-039-9
Research and Discovery Series, a chronological series collecting Hubbard's lectures. Vol 1, Copenhagen 1980, ISBN 0-88404-073-9
The Way to Happiness, Los Angeles 1981, ISBN 0-88404-411-4



Famous Scientologists
L. Ron Hubbard - best-selling science fiction author; founder of Scientology
John Travolta - actor
Chick Corea - influential American jazz pianist and composer
Brandy (Norwood) - R&B singer, actress
Tom Cruise - actor, movie star
Nancy Cartwright - voiceover artist best known as voice of "Bart Simpson" on The Simpsons
Jason Beghe - actor
Xavier Deluc - actor
Jason Dohring - actor
Michael Fairman - actor
Geoffrey Lewis - actor
Christopher Masterson - actor
Danny Masterson - actor
Haywood Nelson - actor
Eduardo Palomo - actor
Jeff Pomerantz - actor
Patrick Renna - actor
Giovanni Ribisi - (a.k.a. Vonni Ribisi) actor
Michael D. Roberts - actor
Bodhi Elfman - actor
Jason Lee - actor and professional skateboarder
Kirstie Alley - actress
Mimi Rogers - actress (2nd generation)
Anne Archer - actress
Jennifer Aspen - actress
Catherine Bell - actress
Erika Christensen - actress
Jenna Elfman - actress
Katie Holmes - actress
Kimberley Kates - actress
Juliette Lewis - actress
Priscilla Presley - actress
Leah Remini - actress
Marissa Ribisi - actress
Michelle Stafford - actress
Karen Black - actress
Kelly Preston - actress
Kate Ceberano - actress and musician
Judy Norton-Taylor - actress and musician
Lisa Marie Presley - singer; daughter of Elvis Presley
Billy Sheehan - rock and fusion bass player
David Campbell - musician
Dave Davies - musician
Isaac Hayes - musician
Nicky Hopkins - musician
Mark Isham - musician
David Pomeranz - musician
Rob Thomas - musician
Patrick Warren - musician
Edgar Winter - musician
Beck - singer (a.k.a. Beck Hansen)
Carina Ricco - singer, actress, composer
Gloria Rusch-Novello - singer, writer, composer
Karen Nelson Bell - producer, director and musician
Robert Zoller - author
Floyd Mutrux - screenwriter, director, producer
Terry Jastrow - TV producer and director
Peter Medak - film director
Carl W. Rohrig - (a.k.a. Pablo Roehrig) painter
Franca Cerveni - radio and television announcer
James T. Sorensen - photographer
Keith Code - motorcycle racing instructor
Megan Shields - physician and author of health books, incl. Arthritis: The Doctor's Cure, etc.
Chaka Khan - singer
Sonny Bono - singer ("Sonny and Cher"), U.S. Representative
Mary Bono - widow of Sonny Bono; U.S. Representative
Heber Jentzsch - President of the Church of Scientology
Ernest Lehman - screenwriter of The Sound of Music
Greta Van Susteren - host of On the Record with Greta Van Susteren new show on FOX TV
Werner Erhard - former Scientologist who founded est
David Miscavige - important Church of Scientology religious leader; chairman of the board for Religious Technology Center
Jim Johnson - owner and founder of Mr. Jim's Pizza chain
Lee Purcell - actress, Big Wednesday, etc.
Michael Wiserman - Predator 2, etc.
Gary Imhoff - actor; Thumbelina, etc.
Manu Tupou - actor and acting teacher; Hawaii
Dror Soref - director; The Seventh Coin, etc.
Amanda Ambrose - singer, vocal teacher
Milton Ketselas - one of Hollywood's most successful acting teachers, who heads the Beverly Hills Playhouse
Jim Rogers - celebrity producer, manager (ex-husband of Mimi Rogers)
Linda Blair - actress best known for The Exorcist
Arnaud Boetsch - tennis player
Darius Brubeck - musician, member of "Brubeck Band"
Sharon Case - actress
Glenn Zottola - trumpeter
Andrew Loog Oldham - writer
Dick Zimmerman - celebrity photographer
Jeffrey Tambor - actor
Eddie Deezen - actor
Corin Nemec - actor
Anita Mally - actress, screenwriter
Julia Migenes - opera singer
Lightfield Lewis - actor, director
Charles Lakes - Olympic gymnast
Laura Prepon - actress
Helga Wagner - jewelry designer; dated Prince Charles and Sen. Ted Kennedy
Deborah Rennard - actress
Sofia Milos - actress
Placido Domingo, Jr. - singer
Robert F. Lyons - actor and drama teacher
Carolyn Judd - ad writer and producer
Paul Haggis - screenwriter, story editor, TV producer
Josele Garza - racing car driver from Mexico
Lenny Macaluso - musician, songwriter, producer
Phillipe de Henning - racing driver, fashion designer
Milton Katselas - acting teacher, director
Maxine Nightingale - singer
Mario Feninger - composer and concert pianist
Jeffrey Scott - script writer, grandson of Moe Howard
Pamela Roberts - actress, clothes designer
Elena Roggero - Italian singer, songwriter
Karen Nelson-Bell - producer
Lamia Khashoggi - wife of wealthy and famous Saudi arms dealer Adnan Khashoggi
Noelle North - dancer, voice-over actress
Misha Segal - composer
Andrik Schapers - singer from Netherlands
Cass Warner - writer
Jason Lee - actor ("Chasing Amy")
Michelle Stafford - actress ("The Young and the Restless")
Denice Duff - actress ("The Young and the Restless")
Lynsey Bartilson - actress ("Grounded for Life")
Tom Fair - (a.k.a. Tom Feher) lyrcist for the 60s rock group the Left Banke
Moon Martin - rock star; "Bad Case of Lovin' You"
Clive Clerk - actor, singer
Jim McMullin - actor
Michael Wiseman - child actor ("Predator 2")
Ludwig Fisher - actor and artist
Ryan Paris - singer, musician
Michael Schnitzler - violinist
Peter Winsnes - actor
Eric Sherman - director
Peter Schless - composer, synthetisist and producer
Diana Venegas - beauty queen; Miss Venezuela; lace-gowns boutique in Beverly Hills
Jackson Sousa - Hollywood celebrity trainer
Michael Sellers - concert pianist
Susie Coelho - actress
Hans Gunter Arenz - race car driver
Fermin Sanchez - race car driver
Kit Carson - motorcycle racer
Al DiMeola - jazz musician
Janet Greeson - owner of Diet Centers
Willie B. Wilson - oil billionaire
Tony Morales - drummer with the Rippingtons
Hossam Ramzy - North African percussion ensemble leader, played with Peter Gabriel
Amanda Rice - (formerly "Raven") stripper; previously Kiefer Sutherland's girlfriend


Current Status in Scientology Is Unknown:
Bernadette Peters - actress
Jerry Seinfeld - comedian
Nicole Kidman - actress
Neil Gaiman - science fiction and comic book writer
Shirley MacLaine - actress (may have never been a member)
Harry Kipper - (a.k.a. Martin von Haselberg) performance artist, husband of singer Bette Midler
Amy Heckerling - director
Gottfried Helnwein - graphic artist
Wings Hauser - actor
Melanie - folk singer
Gloria Swanson - actress
Eden Vanning - violinist
Helena Rojo - Mexican singer
Sasha Malinin - Russian pop star
Helaine Lembeck - actress
Kim Yates - softcore "adult film" actress
Tony Jacklin - pro golfer


Past Adherents not Currently in Scientology:
Oliver Stone - film director
J.D. Salinger - popular, acclaimed novelist for his novel The Catcher in the Rye
Brad Pitt - actor
William S. Burroughs - author and Beat Generation icon
Christopher Reeve - actor who played "Superman"
Van Morrison - influential singer, songwriter, musician (lapsed)
Soleil Moon Frye - actress best known as "Punky Brewster"
Sharon Stone - actress
Peggy Lipton - actress
Mikhail Baryshnikov - ballet dancer
Patrick Swayze - actor
Kate Capshaw - actress, Steven Spielberg's wife
Rock Hudson - actor, movie star
Emilio Estevez - actor
John Brodie - football player
Don Simpson - producer, Top Gun, etc.
Candice Bergen - actress, star of TV series Murphy Brown, Boston Public, etc. (may have not actually been a member)
Leonard Cohen - songwriter, poet
Stanley Clarke - jazz bassist
Darby Crash - punk rocker
Ricky Martin - singer
Olivia D'Abo - actress
Cathy Lee Crosby - actress
Gloria Gaynor - singer and "disco queen"
Howard Wilkins - founder of Pizza Hut
Diana Canova - singer, actress
Raven de la Croix - stripper, psychic, actress
Gabor Szabo - jazz guitarist and composer (died 1982)
A.E. van Vogt - science fiction writer
Ingo Swann - writer, psychic, painter
Barbara Carrera - actress
Frank Stallone - actor, singer, songwriter; brother of Sylvester Stallone
Michael Garson - musician who toured with David Bowie
Michael Edwards - male model, former boyfriend of Priscilla Presley
Peter Lupus - actor (Mission Impossible TV series)
Al Jarreau - singer
Wendon Swift - Hollywood author, manager
Bobby Lipton - actor
Dini Petty - talk show host
Demi Moore - actress
Kalle Pohl - comedian
Bert Salzman - producer; won Academy Award in 1975 for a short film and thanked L. Ron Hubbard in speech
Bernhard Paul - clown, manager of "Circus Roncalli"
Harold Puthoff - mathematician, physicist, ESP researcher
The Incredible String Band - musicians, band
Lee Konitz - jazz musician
Stephen Boyd - actor
Joan Prather - actress
Leif Garrett - pop star
Carlos Palomino - athlete
Bruce Penhall - actor
Lou Rawls - soul music, jazz, and blues singer
John Dalmas - science fiction writer
Michael Lembeck - actor, director
Mickey McMeel - Three Dog Knight drummer
Cynthia Sikes - actress
Gordon Lightfoot - singer, composer, lyricist
Dale Haddon - actress, model
Chick Vennera - actor
Joan DiVito Vennera - actor
Flo Allen - major Hollywood agent
Hunter Carson - actor
Penny Perry - casting director
Ed Love -
Steven Boyd -
Lisa Blount - actress
Aldous Huxley - writer
Josh Dohnen - agent
Anne Francis - actress
Eileen Brennan - actress
Horst Buchholtz - actor
Tom Skeritt - actor
Nan Herst Bowers - celebrity, publicist
John Longenecker - Emmy Award-winning documentary filmmaker
Kathleen Brown - ran for governor of California (not clear if she was official member)
Maude Adams - actress, model
Charles Manson - infamous serial killer

Major Christian Denominations

Christian Denominations


Catholicism
The Roman Catholic Church, with 980 million followers, is the largest Christian church in the world. It claims direct historical descent from the church founded by the apostle Peter. The Pope in Rome is the spiritual leader of all Roman Catholics. He administers church affairs through bishops and priests.

Orthodox Eastern Church
With 250 million followers worldwide, the Orthodox Eastern Church is the second largest Christian community in the world. The followers of the Orthodox Church are in fact members of many different jurisdictions, including the Church of Greece, the Church of Cyprus, and the Russian Orthodox Church. It began its split from the Roman Catholic Church in the fifth century. The break was finalized in 1054 with the Great Schism. The Orthodox agree doctrinally in accepting as ecumenical the first seven Ecumenical councils (Doctrine was established by seven ecumenical councils held between 325 and 787, and amended by other councils in the late Byzantine period.), and in rejecting the jurisdiction of the bishop of Rome (the Pope). Orthodox religion holds biblical Scripture and tradition-guided by the Holy Spirit as expressed in the consciousness of the entire Orthodox community-to be the source of Christian truth. It rejects doctrine developed by the Western churches. The word Orthodox became current at the time of the defeat (753) of iconoclasm in Constantinople. It also involves holding a sacramental doctrine of grace, and of veneration of the Virgin Mary-two points differentiating the Orthodox from Protestants. Relations between the Orthodox churches and Roman Catholicism have improved since the Second Vatican Council (1962-1965).

Anabaptists
Anabaptists are Christians of the Radical Reformation. Various groups at various times have been called Anabaptist, but the term is most commonly used to refer to the Anabaptists of 16th century Europe. Today the descendants of the 16th century European movement (particularly the Amish, Hutterites, Mennonites, Church of the Brethren, Brethren in Christ, and other respective German Baptist variants) are the most common bodies referred to as Anabaptist.

Baptists
Founded by John Smyth in England in 1609, and by Roger Williams in Rhode Island in 1638. The Baptist Church has 32 million members, and no creed; authority stems from the Bible. Most Baptists oppose the use of alcohol and tobacco. Baptism is by total immersion.

Brethren Church
Church of the Brethren is a Christian denomination organized in 1708 by eight people in Schwarzenau, Germany. The Brethren movement began as a melding of Pietist and Anabaptist ideas. The first of its churches in America was established in 1723. These churches became commonly known as German Baptist Brethren. The denomination holds the New Testament as its only creed. Historically the church has taken a strong stance for non-resistance or pacifism. Distinctive practices include believers baptism by trine immersion; a threefold Love Feast consisting of feet washing, a fellowship meal, and communion; anointing for healing; and the holy kiss.

Church of Christ
Organized by Presbyterians in Kentucky in 1804, and in Pennsylvania in 1809. It has 1.3 million members. Members believe in the New Testament, and they follow what is written in the Bible without elaboration. Rites are simple. Baptism is of adults.

Church of England
King Henry VIII of England broke with the Roman Catholic Church with the Act of Supremacy in 1534, which declared the king of England to be the head of the Church of England. The Church of England has 6,000 Anglican Orthodox Church members in the U.S. Supremacy of the Bible is the test of doctrine, but The Episcopal Church grants great latitude in interpretation of doctrine. Although it subscribes to the historic Creeds-the Nicene Creed, and the Apostles' Creed-it considers the Bible to be divinely inspired, and holds the Eucharist or Lord's Supper to be the central act of Christian worship. It tends to stress less the confession of particular beliefs than the use of the Book of Common Prayer in public worship. This book, first published in the sixteenth century, even in its revisions, stands today as a major source of unity for Anglicans around the world. The Church of England is part of the Anglican community, represented in the United States mainly by the Episcopal Church.

Episcopal Church
This U.S. offshoot of the Church of England has 2.7 million members. It installed Samuel Seabury as its first bishop in 1784, and held its first General Convention in 1789. The Church of England broke with the Roman Catholic Church in 1534. Worship is based on the Book of Common Prayer and interpretation of the Bible using a modified version of the Thirty-Nine Articles (originally written for the Church of England in 1563). Services range from spartan to ornate, from liberal to conservative. Baptism is of infants.

Evangelical Free Church
The Swedish Evangelical Free Church and the Norwegian-Danish Evangelical Free Church Association merged in June of 1950 to form the Evangelical Free Church of America. The merger conference took place at the Medicine Lake Conference Grounds near Minneapolis, Minnesota. The two bodies represented 275 local congregations at the time of the merger. The Swedish group formed as the Swedish Evangelical Free Mission in Boone, Iowa in October of 1884. Several churches that had been members of the Swedish Evangelical Lutheran Ansgar Synod and the Swedish Evangelical Lutheran Mission Synod, along with some independent congregations, were instrumental in organizing this voluntary fellowship. Also in 1884 two Norwegian-Danish groups, in Boston, Massachusetts and Tacoma, Washington, began to fellowship together. By 1912 they had formed Norwegian-Danish Evangelical Free Church Association.

Lutheran Church
The Lutheran Church has 8 million members in the U.S. It is based on the writings of Martin Luther (1483-1586), who broke with the Roman Catholic Church, and led the Protestant Reformation when he nailed his Ninety-Five Theses to the door of the Wittenberg Church. The first Lutheran congregation in North America was founded in 1638 in Wilmington, Delaware. The first North American regional synod was founded in 1748 by Heinrich Melchior Muhlenberg. Faith is based on the Bible. Salvation comes through faith alone. Services include the Lord's Supper (communion). Lutherans are mostly conservative in religious and social ethics; infants are baptized, the church is organized in synods. The two largest synods in the United States are the Evangelical Lutheran Church in America, and the Lutheran Church Missouri Synod.

Mennonites
The Mennonites are a group of Christian Anabaptist denominations named after Menno Simons (1496–1561), though his teachings were a relatively minor influence on the group. As one of the historic peace churches, Mennonites are committed to nonviolence, nonviolent resistance/reconciliation, and pacifism. There are about 1.5 million Mennonites worldwide as of 2006.[1] Mennonite congregations worldwide embody the full scope of Mennonite practice from old fashioned 'plain' people to those who are indistinguishable in dress and appearance from the general population.

Methodist Church
Methodism has 13.5 million members in the U.S. It was founded by the Reverend John Wesley, who began evangelistic preaching with the Church of England in 1738. A separate Wesleyan Methodist Church was established in 1791. The Methodist Episcopal Church was founded in the United States in 1784. The name derives from the founders' desire to study religion "by rule and method," and follow the Bible interpreted by tradition and reason. Worship varies by denomination within Methodism (the United Methodist Church is the largest congregation). The church is perfectionist in social dealings. Methodists have Communion and they perform baptism of infants and adults.

Pentecostal Churches
The churches grew out of the "holiness movement" that developed among Methodists and Protestants in the first decade of the twentieth century. There are some 3.5 million followers today in the U.S. Pentecostals believe in baptism in the Holy Spirit, speaking in tongues, faith healing, and the second coming of Jesus. Of the various Pentecostal churches, the Assemblies of God is the largest. A perfectionist attitude toward secular affairs is common. Services feature enthusiastic sermons and hymns, and Pentecostals practice adult baptism and communion.

Presbyterian Church
Presbyterianism in the U.S. grew out of the Calvinist Churches of Switzerland and France. John Knox founded the first Presbyterian Church in Scotland in 1557. The first presbytery in North America was established by Irish missionary, Francis Makemie, in 1706. For 3.2 million members of the Presbyterian Church, faith is in the Bible. Sacraments are infant baptism and communion. The church is organized as a system of courts in which clergy and lay members (presbyters) participate at local, regional, and national levels. Services are simple, with emphasis on the sermon.

Terrorist Attacks Coming This Fall?

2008 Threat Season Heats Up

August 27, 2008
By Fred Burton and Scott Stewart

Summer has arrived, bringing with it rumors of attacks against the U.S. homeland. Currently, we are hearing unconfirmed word of plans in place for jihadists to be dispatched from Pakistan to conduct coordinated suicide attacks against soft targets in as many as 10 U.S. cities.

This year, the rumors seem to be emerging a little later and with a little less fanfare than last year, when we saw a number of highly publicized warnings, such as that from Homeland Security Secretary Michael Chertoff and a National Intelligence Estimate saying al Qaeda was gaining strength. Last year also brought warnings from a former Israeli counterterrorism official that al Qaeda was planning a simultaneous attack against five to seven American cities, and of a dirty bomb attack against New York.

These warnings were followed by the Sept. 7, 2007, release of a video message from Osama bin Laden, who had been unseen on video since October 2004 or heard on audiotape since July 2006. Some were convinced that his reappearance — and veiled threat — signaled a looming attack against the United States, or a message to supporters to commence attacks.

However, in spite of all these warnings — and bin Laden’s reappearance — no attack occurred last summer or autumn on U.S. soil. As we discussed last October, there are a number of reasons why such an attack did not happen.

We are currently working to collect more information regarding this summer’s rumors. So far we cannot gauge their credibility, but they pique our interest for several reasons. First is the issue of timing, and second is the ease with which such attacks could be coordinated.

Timing is Everything

It is a busy time in U.S. politics. The Democratic National Convention (DNC) takes place this week in Denver, and the Republican National Convention (RNC) takes place next week in St. Paul, Minn. After these conventions, politics will be on the front page until the November elections. In addition, Americans are returning from summer vacations, with schools and universities resuming classes. The anniversary of the 9/11 attacks is also coming up.

While the al Qaeda core generally conduct operations when they are ready — rather than according to external calendars and anniversaries — their pattern of releasing statements on the 9/11 anniversary demonstrates their awareness of its significance and the painful emotions it evokes in the American psyche.

In 2004, just days before the U.S. presidential election, Osama bin Laden made a rare video appearance. In the video, he said al Qaeda’s problem was not with the two candidates, George Bush or John Kerry, but with U.S. policy regarding the Muslim world and the situations in Iraq and Israel. Bin Laden also pointed out that neither Bush nor Kerry could be trusted to keep the United States secure from more attacks. By creating such a message and releasing it at that time, bin Laden was demonstrating his organization’s understanding of the U.S. presidential election dynamic.

Furthermore, the al Qaeda core has historically planned or supported substantial operations in advance of elections. In 2004 we saw this with the Madrid train bombings, which took place prior to Spanish elections. Several other plots might also fall into category. In the summer of 2004, for example, we saw a plot to target a number of financial targets in the U.S. thwarted.

Another election-year attempt was the 2006 al Qaeda-tied plot against a series of airline flights originating from London’s Heathrow airport. While the plot was hatched in the United Kingdom, the selection of flights bound for Washington, Chicago, San Francisco and New York meant that the attack was actually targeted primarily against the United States. For perspective, we look at Operation Bojinka in the mid-1990s, the predecessor to the 2006 plot. Although planned to be launched from Asia, the plot was clearly an attack against the United States.

In another example, Jose Padilla was arrested in May 2002, a congressional election year, as he attempted to enter the United States. Padilla, according to the interrogation of captured al Qaeda member Khalid Sheikh Mohammed, had been sent to there to conduct attacks.

Attacks certainly occur in non-election years (and plots have been thwarted in off years), but the fact remains that jihadists appear mindful of election cycles in the United States. And al Qaeda is not alone in this thinking. Grassroots al Qaeda sympathizers have also attempted to interfere in election-related events. In August 2004, on the eve of the RNC in New York, authorities arrested a Pakistani man and his Pakistan-born U.S. citizen accomplice who claimed they were planning to attack a subway station in Manhattan two blocks from RNC site. The men were later convicted for the plot, with the main organizer receiving a 30-year sentence.

Speaking of elections, it is also interesting to consider that the last two U.S. presidents were forced to deal with jihadist strikes on American soil shortly after assuming office. Bill Clinton was inaugurated in January 1993, and the World Trade Center was bombed in late February 1993. George W. Bush was inaugurated in January 2001, and the World Trade Center and Pentagon were attacked in September 2001. In all likelihood this is a coincidence, but it is worth watching to see if the trend continues in 2009.

Of course, let’s put this in perspective. In the last 15 years — election year or not –- there has rarely been a time when some jihadist somewhere was not planning an attack against the United States. However, the al Qaeda core organization clearly attempted to conduct major attacks in 2002, 2004 and 2006, all of which were election years. These attempts (other than Madrid) were all thwarted. The fact that we haven’t seen an attempt during this year’s election cycle has us watchful — we sense that there must be plot out there somewhere.

Ease of Attack

Another thing that interests us about recent rumors is the concept behind the alleged plot: the simple and elegant idea of sending 10 independent actors to 10 cities. One factor that has sunk many past jihadist plots against the United States has been poor operational security and poor terrorist tradecraft. These mistakes have allowed U.S. authorities to identify and shut down the militant networks involved.

By using compartmentalized operatives, militants could more easily circumvent counterterrorist efforts. Furthermore, even if one or more of the operatives were detected and arrested by authorities, details of the operation at large would not be compromised. Each operative would only know about his own particular targeting instructions and would be unable to provide other details if captured.

In such a case, al Qaeda would most likely attempt to dispatch 10 “clean skin” operatives (those not obviously associated with the group) who are trained to construct improvised explosive devices using readily available materials and ultimately willing to undertake martyrdom missions. Due to changes in the immigration processes since the 2001 attacks, these operatives will likely be Westerners — U.S., Canadian or European citizens able to travel to the United States without the need to obtain a visa.

Recruiting such operatives could be easier that one might expect. Thousands of potential candidates who currently attend militant madrassas in Pakistan (including somewhere from 500 to 1,000 U.S. citizens) fit this description. In fact, no one really knows how many of these potential jihadist operatives exist at present. The government of Pakistan has not been forthcoming in answering requests from the United States and United Kingdom for lists of their citizens currently attending these institutions. Regardless, the idea of al Qaeda recruiting 10 “clean skins” for such an operation is not beyond the realm of possibility. Consider past recruits such as Mohammad Siddique Khan, the leader of the cell behind the July 7, 2005, London bombing, shoe bomber Richard Reid and Adam Gadahn (aka Azzam al-Amriki), or even the warnings o f German Muslims planning to conduct attacks in the West.

Levels of Severity

If this rumored operation is in fact legitimate, it would be the first one conducted using only operatives sent from the core al Qaeda group in Afghanistan or Pakistan since the 9/11 attacks. This is what we refer to as an al Qaeda 2.0 operational model. However, while sending operatives to work solo rather than in a group or with local grassroots jihadists increases operational security, it also reduces operational ability. Quite simply, it is more difficult for an individual to arrange a large attack than it is for a group working together. This means that lone operatives are unlikely to assemble major explosive devices like the truck-borne IED used in the 1993 World Trade Center bombing. Instead we would anticipate attacks similar in scope to grassroots undertakings; suicide bombings such as the July 7, 2005, London bombings or the 2002 armed assault on the El Al Ticket counter in Los Angeles. These theoretical attacks also would likely be conducted against soft targets such as buses, subways or shopping malls, where they can create a high number of casualties, rather than harder targets like the White House or Pentagon, where they would prove ineffective.

The October 2005 incident in Norman, Okla., in which a University of Oklahoma student detonated an IED outside a packed football stadium highlights the ease with which a device can be manufactured from readily available items without detection. But suicide operatives could undertake a number of different types of attacks. Recently we have seen Palestinian suicide operatives embarking on extremely simple plots, such as driving heavy vehicles into crowds.

While the individual attacks themselves would likely be small in magnitude, when combined and spread across the country they could have a far larger impact, similar to past attacks in places such as Madrid, London, Amman in Jordan, the Sinai Peninsula and Bali, Indonesia. Although the botched attacks in London and Glasgow last summer were conducted by the same cell, the planners also clearly sought to use multiple devices in geographically diverse locations. While such attacks would not be a strategic threat to U.S. existence, they would certainly kill people and create a great deal of fear and confusion.

We are not attempting to hype anything here and we do not want to create any kind of panic. These are just rumors, and unconfirmed ones at that. We have not seen any formal announcements from the U.S. government raising the alert level. However, it certainly seems to us to be a prudent time to increase situational awareness and update contingency plans in anticipation of the worst.


Taken from Stratfor.com

Roman Catholic Church

The Roman Catholic Church

1. A Brief History of the Roman Catholic Church
• As the early church grew, the bishop of Rome gained more and more influence over the other churches, especially after Constantine made Christianity the official language of the empire
• After the fall of the Western Roman Empire in 476, the Catholic faith competed with Arian Christianity for the conversion of the barbarian tribes
• The 496 conversion of Clovis I, pagan king of the Franks, marked the beginning of a steady rise of the Catholic faith in the West
• In 530, Saint Benedict wrote his monastic Rule, which became a blueprint for the organization of monasteries throughout Europe
• From 590 Pope Gregory the Great dramatically reformed church practice and administration, launching renewed missionary efforts
• In 800, continuing disagreements with the east culminated when the pope crowned Charlemagne Holy Roman Emperor in the west, who attempted to unify Western Europe through the common bond of Christianity, creating an improved system of education and establishing unified laws
• In 1095, Byzantine emperor Alexius I appealed to Pope Urban II for help in warding off a Turkish invasion, so Urban launched a military campaign known as the First Crusade, believing that it might help to bring about reconciliation with Eastern Christianity
• King Ferdinand and Queen Isabella formed an inquisition in 1480, originally to deal with distrusted ex-Jewish and ex-Muslim converts, and over a 350-year period, this Spanish Inquisition executed between 3,000 and 4,000 people
• In 1517, Martin Luther included his Ninety-Five Theses in a letter to several bishops, protesting key points of Catholic doctrine as well as the sale of indulgences
• At the Council of Trent (1545–1563) the Catholic Church launched a counter-reformation, reaffirming core doctrines as well as instigating some important reforms
• Vatican II (1962-1965) encouraged more active participation of the laity and allowed mass in the vernacular

2. The Bible and Church Authority
• The Roman Catholic Bible consists of 73 books and includes some Apocryphal books: Tobit, Judith, Wisdom, Ecclesiasticus, Baruch, First and Second Maccabees, Additions to Esther and Daniel
• The Authorized Roman Catholic Bible, the Douay-Rheims Bible, is an English translation of the Latin Vulgate
• The Catholic Church believes that it is guided by the Holy Spirit and so protected from falling into doctrinal error
• The Church teaches that the Holy Spirit reveals God's truth through Sacred Scripture, Sacred Tradition and the Magisterium
• The Catholic Church has been entrusted with the seven sacraments, which are Baptism, Confirmation, the Eucharist, Penance, Anointing of the Sick, Holy Orders and Holy Matrimony

3. Theology
• The Catholic Church is trinitarian in that it holds that there is one eternal God who exists as a mutual indwelling of three persons: the Father; the Son, Jesus; and the Holy Spirit
• God is the creator of nature and all that exists and he loves his creation and desires to have a relationship with it
• Satan rebelled against God, taking many angels with him, and then deceived Adam so that he and Eve sinned
• Jesus is the Savior of the world who is the only begotten son of God, one in being with the Father, and through whom all things were made
• Jesus was born without sin of the Virgin Mary, who also was conceived without sin (the immaculate conception)
• Jesus died on the cross as the sacrifice for man’s sin
• All men will be resurrected and face a final judgment before God and spend eternity in Heaven, Hell or Purgatory

4. Salvation
• Forgiveness of sin comes when one believes in Jesus, confesses his sins and is baptized
• Subsequent sins require penance, confession to a priest and a penance appropriate to the sin
• The Holy Spirit is one with God the Father and God the Son and is received through the sacrament of Confirmation

5. The Church and Worship
• The Church is the continuing presence of Jesus on earth and has been given his authority by Christ himself
• Church hierarchy consists of the Pope, Cardinals, Bishops and Priests (clergy) and deacons (laity)
• Catholic worship consists of the Eucharist and Mass, the other sacraments, and the Liturgy of the Hours
• The Eucharist is celebrated at every Mass where the elements are transformed into the real body and blood of Jesus
• Prayers are said to God, Jesus, Mary and the Saints, and the three main prayers are are The Lord's Prayer, the Rosary and Stations of the Cross
• There are over 300 Catholic religious orders for both men and women

Summon Your Strengths

II. Summon Your Strengths
“Often the best things in life do not come naturally. Therefore, you should boldly decide what you want to do, why it’s important, and whatever you have the will to persevere. Next, figure out what strengths you have or might be able to develop—from scratch, if necessary—to make it happen. Then you need to try, struggle, fail, and fail again, until you get the results that you’re after. From that experience of learning to smelt the primary elements—skill and will—your strengths will emerge. Let adversity be the flame in which your strengths are forged.”
“But regardless of how many strengths you can build and use effectively, it’s almost impossible to achieve greatness alone. Linking with the right people can elevate the breadth and scope of your impact.”
A. Strength Formula
1. Adversity Tools
a) Skills, Talents, and Strengths
(1) Skills: Those things you are relatively good at, whether innate or learned
(2) Talents: Skills that you have a natural ability to do well.
(3) Strengths: An extremely valuable or useful ability, asset or quality (They are greater and deeper than skills and are more overarching).
b) Will
“Strength does not come from physical capacity. It comes from an indomitable will.” Mahatma Gandhi
“When it comes to doing anything worthwhile, if you don’t have the will, you won’t.”
(1) Will is made up of determination, desire, decisiveness and effort.
(2) Will + Skill = Strengths
c) The Why
“He who has a strong enough why can bear almost any how.” Friedrich Nietzsche
(1) It is not enough to have high aspirations; you must have a compelling reason for that aspiration.
2. Your Summit Strengths
a) What do I want to do?
b) Why do I want to do it?
c) What is the most significant adversity or obstacle I will face as I attempt to do it?
d) What strengths do I have, and which strengths do I need to forge, to make it happen?
e) Summit Strengths Checklist
(1) Summit Challenge:
(2) Why:
(3) Sills:
(4) Strengths:
(5) Summit Adversity:
(6) Skills:
(7) Strengths:
(8) Adversity Strength Strategy:
3. Adversity Strengths versus Regular Strengths
“What matters most is not who you are or what you bring forth when all is right, but rather who you are and what you bring forth when something goes wrong.”
“Summon your strengths when adversity strikes and its countless advantages are yours to harvest.”
a) Regular Strengths: Those qualities you regularly demonstrate under calm, normal conditions.
b) Adversity Strengths: Those strengths that you summon when adversity strikes, when you are under the gun or feeling the pressure or when things go wrong.
c) Integrity is being whole or complete so that you are the same under adversity as you are under calm and normal conditions.
d) Strength Sorter:
(1) What are your Regular Strengths?
(2) What are your Adversity Strengths?
(3) How do the two lists compare? How much overlap is there?
(4) What is the one Regular Strength you are most compelled to turn into an Adversity Strength?
(5) Adversity Gap Strategy: How will you do it?
(6) Areas of Strengths:
(a) Relationships
(b) Creativity
(c) Attitude/Outlook
(d) Virtues
(e) Thinking
(f) Physical
(g) Spiritual
(h) Other
4. The Team Advantage
It is not enough to forge your own Adversity Strengths, but you must also forge the Team’s Adversity Strengths if you are to achieve greatness
a) The A Factor—Adversity: How does each team member perform and what strengths does each bring forth while under adversity?
b) Assessing Adversity Strengths of your team
(1) Step One: Rate each team member (1 to 10) on how he demonstrates each strength under normal circumstances.
(2) Step Two: Rate each team member (1 to 10) on how he demonstrates each strength under adversity or pressure.
(3) Step Three: Address these questions:
(a) Of this entire list, what Adversity Strength does each person need to develop? Why?
(b) What are the things the person tends to do best when under real, even chronic, pressure and stress?
(c) What have other people commented on or noticed about the person’s behavior when he or she is facing adversity? What are the common themes?
c) Blind Spots
(1) We all are blind to our weaknesses and strengths, failing to see our true potential. Some overestimate their Adversity Strengths while many underestimate them.
(2) When adversity strikes, strengthen your position by:
(a) Gaining utter clarity and being brutally honest about your own A Factor
(b) Helping others to shed light on theirs
(c) Working to develop the Adversity Strengths you need as a team
d) The W Factor—Why
“People will rarely exceed their why.”
(1) Keep asking candidates why they want to be a part of your team until the truest, deepest reason is exposed.
e) The E Factor—Ego
(1) Ego is your idea of your own importance or worth.
(2) What is the relationship between your self-perception and your actual strengths and contribution?
(3) It is vital to success to have a strong sense of one’s true strengths, abilities and worth.
(4) A strong self image is essential to take full advantage of adversities from which others back down.


From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer

Take Adversity Head On!

I. Take Adversity Head On!
“For a long time it had seemed to me that life was about to begin—real life. But there was always some obstacle in the way, something to be gotten through first, some unfinished business, time still to be served, a debt to be paid. Then life would begin. At last it dawned on me that these obstacles were my life.” Alfred D. Souza
A. Two categories of adversity: Inner Adversity and Outer Adversity
1. Inner Adversity: lack of confidence, lethargy, fear, anxiety, uncertainty, depression, self-loathing, physical pain, loneliness, self-doubt, fatigue, poor health, insomnia
2. Outer Adversity: Someone violates your trust, natural disasters, canceled flight, economic downturn, best friend moves away, your new car gets scratched, your computer crashes, your coworker gets upset with you, you fail a class, your insurance rates double, a loved one passes away unexpectedly, a noisy neighbor moves in next door
B. Definition: Adversity occurs when something negatively affects, or is predicted to negatively affect, someone or something you care about.
C. Scoring Your Adversity:
1. Impact: its real or imagined, existing or potential severity
2. Importance: how much it matters to you
D. Cloud Seeding: Creating adversity yourself in order to stimulate growth, change and development
E. Responding to Adversity (The Adversity Continuum)
“I firmly believe that any man’s finest hour, his greatest fulfillment of all he holds dear, is the moment when he ahs worked his heart out in a good cause and lies exhausted on the field of battle—victorious.” Vince Lombardi
1. Avoiding
a) It can buy you time, especially when you are overwhelmed, but more often it prevents you from taking on adversity and using it positively
b) Denial is one of the most frequent ways adversity is avoided
2. Surviving
a) Can be arduous and draining
b) Can be inspiring if it is a life or death situation, but more often it is not a heroic choice
3. Coping
a) Some coping strategies are constructive, such as venting to a friend, blowing off steam at the gym, or going for a walk
b) Many coping strategies are destructive, such as drinking, eating, complaining, blaming and playing political games
c) Coping may help you get through adversity unscathed but it does not enable you to take advantage of it to grow and excel
4. Managing
a) Managing adversity tries to minimize the downside of the problem and its potential impact on your life
b) This is more effective than the previous three, but it still takes a lot of energy and doesn’t give much back
5. Harnessing
a) Adversity has tremendous latent energy that can be harnessed to achieve incredible results and fuel your dreams
b) It creates big energy boosts and accelerates progress as well as builds momentum
c) It drives innovation, boosts confidence, strengthens morale
F. Adversity Assumptions (That Limit Your Potential)
1. Less adversity is better
2. My job is to shoulder adversity and protect my loved ones from it
3. Success can be gauged by how effectively you eliminate adversity from your life
G. The Adversity Inventory
1. Step One: Categorize Your Life
a) Family, friends, community, health, hobbies, etc.
2. Step Two: Declare Your Aspirations
a) List your top two or three aspirations for each category
3. Step Three: Prioritize Your Pain
a) List the top two or three adversities that are causing you the most pain in each category
4. Step Four: Pick Your Adversities
a) Pick the one adversity that, if you took it on, would release the greatest energy in your life
5. Step Five: Pinpoint Your Summit Challenge
a) The one compelling thing that you’ve always wanted to do, but have not yet done
6. Step Six: Select Your Summit Adversity
a) Select the one adversity that you are sure to face as you take on your summit challenge and that, if harnessed, would offer the greatest potential energy or breakthrough
7. Step Seven: Clear the Trail
a) What’s your excuse?
b) What are the primary reasons you have not optimized that adversity so far? Is it because the adversity makes you uncomfortable or requires extra effort, or because you just don’t know how?
c) What are the real excuses? What are the excuses beneath the excuses? What’s really at the heart of the matter:
8. Questions to Ask
a) If you were to turn into the storm with your Summit Adversity, how would you do it?
b) If you were to ask for or welcome the full force of the adversity, how would you do it?
c) What protections do you need to strip away to experience it fully and harness its force?
d) What courageous conversation do you need to have with yourself or others in order to bring it on and take it on?

From: The Adversity Advantage, Paul G. Stoltz and Erik Weihenmayer

The Real World Order

The Real World Order

August 18, 2008


By George Friedman

On Sept. 11, 1990, U.S. President George H. W. Bush addressed Congress. He spoke in the wake of the end of Communism in Eastern Europe, the weakening of the Soviet Union, and the invasion of Kuwait by Saddam Hussein. He argued that a New World Order was emerging: “A hundred generations have searched for this elusive path to peace, while a thousand wars raged across the span of human endeavor, and today that new world is struggling to be born. A world quite different from the one we’ve known. A world where the rule of law supplants the rule of the jungle. A world in which nations recognize the shared responsibility for freedom and justice. A world where the strong respect the rights of the weak.”

After every major, systemic war, there is the hope that this will be the war to end all wars. The idea driving it is simple. Wars are usually won by grand coalitions. The idea is that the coalition that won the war by working together will continue to work together to make the peace. Indeed, the idea is that the defeated will join the coalition and work with them to ensure the peace. This was the dream behind the Congress of Vienna, the League of Nations, the United Nations and, after the Cold War, NATO. The idea was that there would be no major issues that couldn’t be handled by the victors, now joined with the defeated. That was the idea that drove George H. W. Bush as the Cold War was coming to its end.

Those with the dream are always disappointed. The victorious coalition breaks apart. The defeated refuse to play the role assigned to them. New powers emerge that were not part of the coalition. Anyone may have ideals and visions. The reality of the world order is that there are profound divergences of interest in a world where distrust is a natural and reasonable response to reality. In the end, ideals and visions vanish in a new round of geopolitical conflict.

The post-Cold War world, the New World Order, ended with authority on Aug. 8, 2008, when Russia and Georgia went to war. Certainly, this war was not in itself of major significance, and a very good case can be made that the New World Order actually started coming apart on Sept. 11, 2001. But it was on Aug. 8 that a nation-state, Russia, attacked another nation-state, Georgia, out of fear of the intentions of a third nation-state, the United States. This causes us to begin thinking about the Real World Order.

The global system is suffering from two imbalances. First, one nation-state, the United States, remains overwhelmingly powerful, and no combination of powers are in a position to control its behavior. We are aware of all the economic problems besetting the United States, but the reality is that the American economy is larger than the next three economies combined (Japan, Germany and China). The U.S. military controls all the world’s oceans and effectively dominates space. Because of these factors, the United States remains politically powerful — not liked and perhaps not admired, but enormously powerful.

The second imbalance is within the United States itself. Its ground forces and the bulk of its logistical capability are committed to the Middle East, particularly Iraq and Afghanistan. The United States also is threatening on occasion to go to war with Iran, which would tie down most of its air power, and it is facing a destabilizing Pakistan. Therefore, there is this paradox: The United States is so powerful that, in the long run, it has created an imbalance in the global system. In the short run, however, it is so off balance that it has few, if any, military resources to deal with challenges elsewhere. That means that the United States remains the dominant power in the long run but it cannot exercise that power in the short run. This creates a window of opportunity for other countries to act.

The outcome of the Iraq war can be seen emerging. The United States has succeeded in creating the foundations for a political settlement among the main Iraqi factions that will create a relatively stable government. In that sense, U.S. policy has succeeded. But the problem the United States has is the length of time it took to achieve this success. Had it occurred in 2003, the United States would not suffer its current imbalance. But this is 2008, more than five years after the invasion. The United States never expected a war of this duration, nor did it plan for it. In order to fight the war, it had to inject a major portion of its ground fighting capability into it. The length of the war was the problem. U.S. ground forces are either in Iraq, recovering from a tour or preparing for a deployment. What strategic reserves are available are tasked into Afghanistan. Little is left over.

As Iraq pulled in the bulk of available forces, the United States did not shift its foreign policy elsewhere. For example, it remained committed to the expansion of democracy in the former Soviet Union and the expansion of NATO, to include Ukraine and Georgia. From the fall of the former Soviet Union, the United States saw itself as having a dominant role in reshaping post-Soviet social and political orders, including influencing the emergence of democratic institutions and free markets. The United States saw this almost in the same light as it saw the democratization of Germany and Japan after World War II. Having defeated the Soviet Union, it now fell to the United States to reshape the societies of the successor states.

Through the 1990s, the successor states, particularly Russia, were inert. Undergoing painful internal upheaval — which foreigners saw as reform but which many Russians viewed as a foreign-inspired national catastrophe — Russia could not resist American and European involvement in regional and internal affairs. From the American point of view, the reshaping of the region — from the Kosovo war to the expansion of NATO to the deployment of U.S. Air Force bases to Central Asia — was simply a logical expansion of the collapse of the Soviet Union. It was a benign attempt to stabilize the region, enhance its prosperity and security and integrate it into the global system.

As Russia regained its balance from the chaos of the 1990s, it began to see the American and European presence in a less benign light. It was not clear to the Russians that the United States was trying to stabilize the region. Rather, it appeared to the Russians that the United States was trying to take advantage of Russian weakness to impose a new politico-military reality in which Russia was to be surrounded with nations controlled by the United States and its military system, NATO. In spite of the promise made by Bill Clinton that NATO would not expand into the former Soviet Union, the three Baltic states were admitted. The promise was not addressed. NATO was expanded because it could and Russia could do nothing about it.

From the Russian point of view, the strategic break point was Ukraine. When the Orange Revolution came to Ukraine, the American and European impression was that this was a spontaneous democratic rising. The Russian perception was that it was a well-financed CIA operation to foment an anti-Russian and pro-American uprising in Ukraine. When the United States quickly began discussing the inclusion of Ukraine in NATO, the Russians came to the conclusion that the United States intended to surround and crush the Russian Federation. In their view, if NATO expanded into Ukraine, the Western military alliance would place Russia in a strategically untenable position. Russia would be indefensible. The American response was that it had no intention of threatening Russia. The Russian question was returned: Then why are you trying to take control of Ukraine? What other purpose would you have? The United States dismissed these Russian concerns as absurd. The Russians, not regarding them as absurd at all, began planning on the assumption of a hostile United States.

If the United States had intended to break the Russian Federation once and for all, the time for that was in the 1990s, before Yeltsin was replaced by Putin and before 9/11. There was, however, no clear policy on this, because the United States felt it had all the time in the world. Superficially this was true, but only superficially. First, the United States did not understand that the Yeltsin years were a temporary aberration and that a new government intending to stabilize Russia was inevitable. If not Putin, it would have been someone else. Second, the United States did not appreciate that it did not control the international agenda. Sept. 11, 2001, took away American options in the former Soviet Union. No only did it need Russian help in Afghanistan, but it was going to spend the next decade tied up in the Middle East. The United States had lost its room for maneuver and therefore had run out of time.

And now we come to the key point. In spite of diminishing military options outside of the Middle East, the United States did not modify its policy in the former Soviet Union. It continued to aggressively attempt to influence countries in the region, and it became particularly committed to integrating Ukraine and Georgia into NATO, in spite of the fact that both were of overwhelming strategic interest to the Russians. Ukraine dominated Russia’s southwestern flank, without any natural boundaries protecting them. Georgia was seen as a constant irritant in Chechnya as well as a barrier to Russian interests in the Caucasus.

Moving rapidly to consolidate U.S. control over these and other countries in the former Soviet Union made strategic sense. Russia was weak, divided and poorly governed. It could make no response. Continuing this policy in the 2000s, when the Russians were getting stronger, more united and better governed and while U.S. forces were no longer available, made much less sense. The United States continued to irritate the Russians without having, in the short run, the forces needed to act decisively.

The American calculation was that the Russian government would not confront American interests in the region. The Russian calculation was that it could not wait to confront these interests because the United States was concluding the Iraq war and would return to its pre-eminent position in a few short years. Therefore, it made no sense for Russia to wait and it made every sense for Russia to act as quickly as possible.

The Russians were partly influenced in their timing by the success of the American surge in Iraq. If the United States continued its policy and had force to back it up, the Russians would lose their window of opportunity. Moreover, the Russians had an additional lever for use on the Americans: Iran.

The United States had been playing a complex game with Iran for years, threatening to attack while trying to negotiate. The Americans needed the Russians. Sanctions against Iran would have no meaning if the Russians did not participate, and the United States did not want Russia selling advance air defense systems to Iran. (Such systems, which American analysts had warned were quite capable, were not present in Syria on Sept. 6, 2007, when the Israelis struck a nuclear facility there.) As the United States re-evaluates the Russian military, it does not want to be surprised by Russian technology. Therefore, the more aggressive the United States becomes toward Russia, the greater the difficulties it will have in Iran. This further encouraged the Russians to act sooner rather than later.

The Russians have now proven two things. First, contrary to the reality of the 1990s, they can execute a competent military operation. Second, contrary to regional perception, the United States cannot intervene. The Russian message was directed against Ukraine most of all, but the Baltics, Central Asia and Belarus are all listening. The Russians will not act precipitously. They expect all of these countries to adjust their foreign policies away from the United States and toward Russia. They are looking to see if the lesson is absorbed. At first, there will be mighty speeches and resistance. But the reality on the ground is the reality on the ground.

We would expect the Russians to get traction. But if they don’t, the Russians are aware that they are, in the long run, much weaker than the Americans, and that they will retain their regional position of strength only while the United States is off balance in Iraq. If the lesson isn’t absorbed, the Russians are capable of more direct action, and they will not let this chance slip away. This is their chance to redefine their sphere of influence. They will not get another.

The other country that is watching and thinking is Iran. Iran had accepted the idea that it had lost the chance to dominate Iraq. It had also accepted the idea that it would have to bargain away its nuclear capability or lose it. The Iranians are now wondering if this is still true and are undoubtedly pinging the Russians about the situation. Meanwhile, the Russians are waiting for the Americans to calm down and get serious. If the Americans plan to take meaningful action against them, they will respond in Iran. But the Americans have no meaningful actions they can take; they need to get out of Iraq and they need help against Iran. The quid pro quo here is obvious. The United States acquiesces to Russian actions (which it can’t do anything about), while the Russians cooperate with the United States against Iran getting nuclear weapons (something Russia does not want to see).

One of the interesting concepts of the New World Order was that all serious countries would want to participate in it and that the only threat would come from rogue states and nonstate actors such as North Korea and al Qaeda. Serious analysts argued that conflict between nation-states would not be important in the 21st century. There will certainly be rogue states and nonstate actors, but the 21st century will be no different than any other century. On Aug. 8, the Russians invited us all to the Real World Order.


Taken from: Stratfor.com

Faith and the Presidency

Believer in Chief

In his review (Books & Culture, July/August 2008) of Randall Balmer's book, God in the White House: How Faith Shaped the Presidency from John F. Kennedy to George W. Bush, Gary Scott Smith agrees that modern politics has become religousized and religion has become politicized, much to the harm of both religion and politics. Balmer evaluates the faith claims of the presidents from John F. Kennedy to George W. Bush and compares them to their actual policies and lifestyle. His conclusion is that no clear connection exists between a president's faith and personal morality and his policies. The record of the last four and half decades suggests that candidates' professions of faith are "a fairly poor indicator of how they govern."

Smith agrees with Balmer to a certain extent, but feels he has overlooked all the positive contributions the faith of the presidents made to their character, conduct and policies:

“Indeed, although the politicizing of religion involves dangers, and though presidents have often misused religious rhetoric to woo voters, win support for policies, and please various constituencies, their personal faith has generally helped them perform their duties more effectively. Moreover, at times in American history the participation of religious groups in the political process has helped make our nation more compassionate and just (such as the abolition of slavery, the promotion of civil rights, and various policies to aid the poor). Therefore, while criticizing the political misuse of religion by politicians, religious groups, and voters, we should encourage all three groups to consider carefully how biblical values and personal faith can help shape and direct the political process in ways that benefit our nation and the world.”


You can read the whole article at: http://www.christianitytoday.com/bc/2008/004/5.35.html.