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sábado, 29 de enero de 2011

Sociología

Daniel Bell

  20th October 2000 
Between the 1950s and 1970s this American sociologist mapped out the intellectual terrain of the centre-left
The New York stock exchange pictured in 1963 (above). Daniel Bell’s work ‘The Cultural Contradictions of Capitalism’ grew out of his concern at the decline of American morals


The British political season is about to begin again. Within the next year we face the prospect of a general election-the first contest of Tony Blair’s “progressive century.” With this in mind, Labour’s party conference will be an occasion for stocktaking and thinking ahead. By all accounts, the party’s strategists are not finding it easy to put together a package of firm policies that they can hold out to the voters as their programme for a second term. But the underlying vision which sustains New Labour remains intact and overwhelmingly popular.
It is no longer fashionable to call it the third way, but the worldview which animates the Blair government is now familiar to the point of cliché. We live in a post-industrial society, where class distinctions and the old verities of left and right have lost much of their meaning. The government’s role in this new world should be to promote opportunity by enhancing people’s skills and education, and to prevent the exclusion of the disadvantaged. Above all, in Blair’s case, there is a semi-religious vision of community. While market capitalism is an unrivalled engine of prosperity, it also tends to break down the ties which bind us together. The political challenge is to reinforce solidarity without undermining growth.
The third way has had its critics, but the charges levelled against it have mostly been either of vacuity or of conservatism. On the novelty of their ideas, Blair and his favourite academic Anthony Giddens have been taken at their word. Yet the modern centre-left outlook has its genealogy; it is striking how much of it was anticipated by an American thinker, who put the basic elements in place 30 years ago.
The sociologist Daniel Bell is the unacknowledged prophet of the third way. In a path-breaking series of articles and books written between the 1950s and the 1970s, he mapped out the intellectual terrain on which the modernising centre-left has now pitched its tent. At the time, he was often an isolated figure, pilloried by both left and right. From today’s perspective, whether you agree with him or not, his work stands out as astonishingly prescient in its anticipation of the concerns and concepts which dominate political debate in both Britain and the US.
Daniel Bell is hardly an unrecognised thinker. In 1995, the Times Literary Supplement included two of his works, The End of Ideology and The Cultural Contradictions of Capitalism, in a list of the 100 most influential books written since 1945. Yet in Britain, Bell’s writing is not widely known among the younger generation of politicians, intellectuals and activists.
To some extent, Bell has suffered from the fact that his intellectual style is rooted in a world which has disappeared. He came to prominence as one of the so-called “New York intellectuals”-a group of mostly Jewish, ex-student radicals who colonised the highbrow end of American journalism in the middle decades of the last century. From the Jewish tradition of textual exposition, Bell and his peers developed a love of argument and high theory. They also had vast intellectual ambition. Bell himself once defined a New York intellectual as someone “who can speak for 15 minutes on any subject in the world.”
In his work and in conversation, Bell comes across as a compulsive spinner of ideas, restlessly processing a huge database of reading and information into a sequence of elaborate constructions. He has an undoubted knack for what would now be called a soundbite-”the end of ideology” or “post-industrial society”-but anyone who sits down to read his books must be prepared for some heavy work. The writer Michael Lind, who is an admirer of Bell, once compared The Coming of Post-Industrial Society to one of those legendary Chinese examinations in which candidates were supposed to write down everything they knew. The effect is amplified by Bell’s habit of garlanding new editions of his works with successive prefaces, forewords, afterwords and codas.
If the density and erudition of his writing sets Bell apart from contemporary journalistic social commentators, neither does he fit easily into the specialised world of university sociology. Although he taught at Chicago, Columbia and Harvard, he has always seemed happier as a wide-ranging critic than as an academic technician. Most of his important writing has appeared in intellectual magazines such as Partisan Review, Commentary, Encounter and The Public Interest rather than in academic journals. According to Alan Wolfe, a leading American sociologist, Bell has always been marginal to academic sociology. “But,” he adds, “I think that says more about academia than about Bell, because for me he is easily the greatest sociological mind now living.”
Looking back on his first important work, The End of Ideology, Bell once wrote that it fused “the experiences of my generation with a judgement about human nature and history.” He was born in 1919 and grew up in a Yiddish-speaking household in Manhattan’s Lower East Side. Like many poor young Jews, he embraced socialism-joining the Young People’s Socialist League at the age of 13. He likes to tell the story of how, when he went for his bar mitzvah, he told the rabbi that he had found socialism and didn’t believe in God. “So, kid, you don’t believe in God,” the rabbi replied. “Tell me, you think God cares?”
Bell later said that socialism gave him a way out of his immigrant neighbourhood into a wider world: “It revealed a world of ideas, a world of experience, a world of imagination… one became almost greedy in reaching for this.” At City College of New York, he found himself in the company of a group of bright and ambitious fellow students from similar backgrounds. Many of them would go on with Bell to form the core of the New York intelligentsia of their generation; among them Irving Kristol, Nathan Glazer, and Irving Howe. All four, at that time, were socialists or Trotskyists, and they conducted a running battle with the communist students who gathered in an adjoining alcove in the college cafeteria.
Bell and his friends were already fervent anti-Stalinists, but their views evolved after the US entered the war against Hitler and the true nature of Nazi and Soviet rule came to light. “Living through the 1930s and 1940s was a heartbreak house,” Bell later wrote. “There had been the Nazi death camps, barbarism beyond imagining; and the Soviet concentration camps, which cast a pall on all utopian visions. How was one to explain them?” In his twenties, Bell turned away from the idealistic dreams of his early years and, under the influence of theologian Reinhold Niebuhr, embraced a more sceptical view of human nature. “Ours is a generation that finds its wisdom in pessimism, evil, tragedy and despair,” he concluded.
Despite the gloom of Bell’s intellectual outlook, he continues to display-even in his eighties-a certain irrepressibility of spirit. According to him, “Optimism of the will, pessimism of the heart, has been the unresolved tension of my temperament.” Nevertheless, for Bell and many of his intellectual cohort, the evident bankruptcy of socialist utopianism brought a new appreciation of the checks and balances of the American liberal tradition during the 1950s. Distrustful of “emotion in politics, and of the politics of passions and hatreds,” Bell argued that the grand ideological visions of the 19th century had been exhausted. At the same time, he detected “a rough consensus among intellectuals on political issues”-by which he meant an acceptance of the welfare state, a mixed economy and political pluralism. Together, these arguments furnished the central thesis of The End of Ideology, which was published in 1960.
Bell admits that the notion that ideology had ended was by no means his alone. “I was part of a whole milieu in which these ideas were percolating,” he told me. He lists Tony Crosland, Raymond Aron and Ralf Dahrendorf as influences. Nevertheless, it was Bell who gave the concept its sharpest and most effective formulation. He captured an emerging sense that politics in western societies was becoming a debate about means rather than ultimate ends, and that the questions that remained to be solved were mostly technical. It was now accepted, he wrote, that “the dream of organising a society by blueprint was bound to fail,” and that the focus of government should be “within a framework of liberal values, on problem-solving as a means of remedying social ills.”
Rather like Francis Fukuyama’s The End of History and the Last Man-which 30 years later raised the argument to a global level-Bell’s book was controversial. It was seized on by the student radicals in the early 1960s as a symbol of what they were fighting against. “He got hammered,” recalls Todd Gitlin, who was then a leader of Students for a Democratic Society and now teaches sociology in New York. “In the New Left we were proud to be ideological… Bell was seen as complacent.” In fact, as Gitlin now admits, much of the criticism was unfair. Bell was not a defender of the status quo, but an advocate of incremental social change. His outlook matched that of the liberals who gathered in the Kennedy and early Johnson administrations: they sought to expand opportunity without any large-scale redistribution of wealth or challenge to the underlying structure of society.
During the upsurge of the New Left and then the New Right, it was easy to make fun of Bell’s argument. But the radicals of the 1960s never came up with a plausible economic programme, and the market fundamentalists of the 1980s never won popular support for an all-out attack on the state. Now, once again, we are said to live in a “post-ideological” age. Based on consensus and guided by task-forces, Blair’s technocratic reformism (and Clinton’s bite-sized public policy) is the embodiment of Bell’s prediction. When I asked Bell what he thought about Anthony Giddens’s 1994 book Beyond Left and Right, he chuckled. “The argument is a pretty good one,” he told me. “It’s just 30 years behind the times.”
The 1960s were difficult years for Bell’s rationalist welfare liberalism. Alarmed by the anti-authority gestures of the counter-culture and the breakdown of the social fabric in America’s big cities, many of his fellow-thinkers drifted to the right. Bell’s old college friend Irving Kristol, with whom he had founded the journal The Public Interest in 1965, was a leading figure in the movement which became known as neo-conservatism. Neo-conservatives argued that activist social policy was subject to a “law of unintended consequences” and tended to do more harm than good. Kristol once described a neo-conservative as “a liberal who’s been mugged by reality.”
Bell himself has often been labelled a neo-conservative, but he rejects the description. He shared many of his friends’ concerns about ill-thought-out public policy and about the hostility of the 1960s sensibility to tradition. At the same time, he continued to mount an anguished defence of some disputed liberal programmes, including affirmative action for minorities, which was to become a touchstone for neo-conservatives. In the watershed 1972 election, when many former liberals gave their support to Richard Nixon, Bell voted with reluctance for the left-wing Democrat, George McGovern. He argued that the neo-conservatives were letting their distrust of ideology turn into an ideology in itself. Nevertheless, the debates of the period spurred him to refine his thoughts about social and cultural change and led to the two books which constitute his most important legacy.
The first of these was The Coming of Post-Industrial Society, sub-titled “A Venture in Social Forecasting.” In the book, Bell posits a theory which has since become a commonplace: that the processing of knowledge was replacing the manufacture of goods as the characteristic activity of advanced societies, and that this would have far-reaching social consequences. Instead of manipulating tools, the new worker would be engaged in “a game between persons.” Building on his earlier writing, Bell argued that traditional class distinctions had less relevance in this new context. In a post-industrial society, what would count was educational attainment and access to knowledge. He predicted that a new knowledge class would come to occupy the top rung of the social ladder.
Where the old left attributed social disharmony to a shortage of resources, Bell suggested that post-industrial society would see new kinds of scarcity: scarcity of time, and scarcity of information. Technological change would bring rising standards of living, but not necessarily greater equality. Against the egalitarians of the left, he argued that a technical society required mobility based on merit and skill, and “a more differentiated and intellectual educational system.” Politics in the future would not be about redistribution but about community and “the inclusion of disadvantaged groups.” A truly Blairite formulation.
Bell followed The Coming of Post-Industrial Society with a look at the link between economics and culture. The Cultural Contradictions of Capitalism, published in 1976, grew out of his concern at the decline of American morals. It was a pessimistic book, and accounts for Bell’s reputation as a modern Jeremiah. But his analysis offered no comfort to the declinists of the right. Instead of blaming the moral laxity of modern society on liberalism, he argued that it was inherent in capitalism itself.
Bell followed Max Weber in attributing the take-off of capitalism to the protestant ethic, with its emphasis on asceticism and discipline. But there was always another strand to the capitalist mentality-a restless, striving, individual acquisitiveness. The two halves of the divided bourgeois soul were in tension with each other. Gradually, the traditional values which had given meaning to the capitalist economy came to be overwhelmed by the desires it had unleashed.
There were a number of stages in Bell’s diagnosis of decline. One was the advent of cultural modernism, which drew on the same individualist energies as business enterprise. It broke the bonds of artistic tradition and asserted the centrality of the self. Modernist culture promoted “the idea of boundless experiment… of unconstrained sensibility, of impulse being superior to order, of the imagination being immune to merely rational criticism.” At first these were the values of the avant-garde, confined to an urban elite. However, the coming of mass society in the 20th century allowed them to permeate popular culture and led to the excesses of the 1960s.
At the same time, social changes such as urbanisation, mass communication and easy credit were turning the US into a consumer society. People came to define themselves through spending as much as working, and consumerism encouraged them to gratify their every desire. The deferred gratification of early capitalist production yielded to the instant gratification of later capitalist consumption. Thus, cultural and economic forces conspired to undermine the restraint and morality that had given birth to capitalism and were needed to hold it together. Social values were no longer concerned with “how to work and achieve, but how to spend and enjoy,” Bell wrote. “When the protestant ethic was sundered from bourgeois society, only hedonism remained… the elements that provide men with common identification and effective reciprocity”-family, church and community-lost their hold, and people’s “capacity to maintain sustained relations with each other” was destroyed.
In some respects Cultural Contradictions reads like a product of its times. Bell’s discussion of the 1960s counter-culture overstates the importance of some silly attitude-striking on the part of over-privileged youth. He also seems insensitive to the gains in social tolerance which grew out of the challenge to authority. There is a stodgy quality to his analysis which blinds him to the idealism and vitality of the social movements of the time. In that respect, Todd Gitlin argues, “Bell’s view of the counterculture was always very thin. You could say that he never really ‘got it.’” However, Gitlin concedes that Cultural Contradictions “turns out to have been a very smart book,” and that with hindsight, its central idea about the inherent tensions in capitalism “seems to be basically right.”
Indeed, in most ways, the book seems prophetic. In the 25 years since it was published the impact of an aggressively hedonistic ethos has become far more pervasive in parts of the west. In an Afterword to the latest edition of the book he quotes the example of a gangsta rap record label, condemned for the violence and obscenity of its lyrics, that was dropped by its corporate owner-only to be quietly signed up by another one. Even if one does not share his concern about rap lyrics the implications of his argument reach far beyond the culture wars of the last 20 years. Today it seems indisputable that the difficulty of maintaining the values of social solidarity and decency in an individualistic consumer society is the political problem of our time-echoed in Blairite discussions about “social capital” and “civil society.” Most of the communitarian strand in centre-left politics is an elaboration of the questions Bell raised. According to Alan Wolfe, “the idea that people’s lives are somehow up in the air, that the economic transformations of our time have left a cultural gap that we need to address, that all comes out of his work.”
If there is one thing that Bell failed to anticipate, it is the decline of the big organisation. The Coming of Post-Industrial Society, for all its insight into the coming information age, still envisages a largely bureaucratic economy. Similarly, Cultural Contradictions portrays a conflict between disciplined, hierarchical producers and hedonistic, acquisitive consumers. In fact, the libertarian ethic of the new economy has produced a blurring of categories: computer-age yuppies who turn up to work in T-shirts and work out obsessively at weekends. The American writer David Brooks labels this new class “bourgeois bohemians” or “Bobos.” Brooks claims that the “counter-cultural capitalists” have constructed a new ethos which approaches work as a spiritual vocation and favours environmentalism over ostentation. They have resolved the contradictions of capitalism.
The idea that these new age knowledge workers are the pioneers of a more cohesive capitalism seems a little glib-they seem rather to exude a kind of spiritual narcissism. And while the flexible economy may have given the US a new surge of prosperity, for most workers it remains a source of risk as much as opportunity. This accounts for the striking fact that in this year’s presidential election, Al Gore has improved his standing in the polls by running against Bill Clinton’s legacy from the left. Bell’s diagnosis of capitalism’s vulnerability remains more convincing than Brooks’s celebration of its new vigour.
Asked about his political views, Bell says that he remains “a social democrat in economics, a liberal in politics, and a conservative in culture.” He believes every society has an obligation to give people “that degree of decency to allow them to feel that they are citizens.” At the same time, he believes in the liberal principle of individual rights, and “the individual achievement of social position on the basis of merit.” Finally, he argues that there is a moral basis to social cohesion and that some element of continuity with tradition is “essential to the vitality of a culture.”
In his personal style and tastes, Bell is much more old-fashioned than today’s third way politicians. Bill Clinton and Tony Blair have more than a touch of the Bobo ethos themselves. Nevertheless, his three-part formulation, in its aspirations and ambiguities, captures something essential about the values of the modern centre-left. For his part, Bell looks on New Labour and the New Democrats with a kind of paternalistic approval. “In principle I do sympathise with their approach,” he told me. “The issue of how do you accept the market, but absorb it within a social framework, is clearly the right one to be thinking about.” He also endorses their rejection of egalitarian redistribution in favour of an opportunity-based approach.
The questions begged by Bell’s politics and the third way are similar. With his lifelong distrust of “emotion in politics,” he tends to ignore the value of political passion in creating a broad constituency for reform; popular participation remains essential to democratic politics. The intrinsic conflict between meritocracy and an inclusive society may also be greater than Bell, or the third-wayers, admit. And what happens when the social values of the majority impinge on the rights of the few? Bell the liberal has always rejected political interference in people’s private lives; but such a stance may not be consistent with his ambition to reverse the supposed decline of decency. Bell’s own life has been lucky enough for him to believe that these tensions are bearable, even if they can’t be resolved. His pessimism of the heart remains balanced by his optimism of the will. n

jueves, 20 de enero de 2011

El nacimiento de un nuevo fascismo: Tea Party

sCuando vemos la manera en que se impone la prensa canalla sobre toda pretención de objetividad e imparcialidad periodística, cuando vemos la manera en que se manipula a la opinión pública mediante el miedo y las fobias, no podemos dejar de sospechar la orquestación aquí y allá de esta manera de hacer política; nueva en algunos países, olvidada en algunos , viejas y conocidas en otros. Honduras y los 10 periodistas asesinados hasta la fecha, su golpe de Estado y su gobierno ilegítimo, no logran justificar la política elaborada a partir de principios como "anti" y "contra". Profundamente ignorantes -no por falta de oportunidades sino por decisión propia-, estos movimientos cultivan la idelogía de los semiletrados: los mitos y los prejuicios de clase y de casta (al decir de un sociólogo de mi país). A pesar de las latitudes cambiantes, tienen puntos en común: el monopolio de los medios y el intento de regresar en el tiempo para reconstruir una segunda Guerra Fría. Esta es la coartada tras la cual se niegan a debatir las soluciones a los problemas ecológicos -de hoy y del porvenir-, tras la cual evitan la rendición de cuentas a la sociedad. El movimiento Tea Party en los Estados Unidos, cierta oposición política en Argentina y Bolivia, el genocidio llamado "fujimontecinismo" en Perú... el surgimiento o no de narco Estados, como se viene advirtiendo en tono discreto y preocupante desde algún tiempo atrás.

A Dios gracias, hablar seriamente de democracia en América Latina exige mayor generosidad y visión que aquellas campañas y abucheos en contra o a favor de alguno de los bandos (Hugo Chávez en Venezuela, Raúl Castro en Cuba) como parecieran empecinarse en demostrar mentes lúcidas, pero entrampadas en urgencias políticas del día a día, las fobias y los pleitos añejados por la burla y la sorna, como si encontraran cierta amarga satisfacción en ver la casa propia incendiarse. (Fran)

El fascismo recargado


Por Alberto Adrianzén M.(*)
El escritor norteamericano John Power escribió en el año 2004: “Si George W. Bush desapareciera mañana todo lo verdaderamente horrible de esta presidencia permanecería igual... El mundo de Bush no es tan sólo el resultado de un ganador que se regodea en su triunfo. Es un conjunto de ideas, valores, símbolos y políticas”. El atentado contra Gabrielle Giffords, la legisladora demócrata por Arizona acaecido hace unos días confirma lo dicho por Power.
Giffords ha sido una de las víctimas de la campaña de Sarah Palin, dirigente nacional del movimiento ultraconservador Tea Party y ex candidata a la vicepresidencia por el Partido Republicano, quien en su portal de Internet incluyó  una lista de 20 congresistas a combatir por apoyar la legislación de Obama sobre Salud. Los nombres de esa lista, como se ha informado, aparecían debajo de un mapa en el que los estados a los que pertenecían estos legisladores estaban marcados con la cruz de una mira telescópica de un rifle. Además, la señora Palin escribió en su Twitter: “No retrocedan, al contrario ¡Recarguen!”. Palin ha llamado a resistir la supuesta marcha secular hacia el socialismo que la administración Obama quiere imponer a EEUU.
Jesse Kelly,  opositor de Giffords en el mismo distrito electoral en 2010 y miembro de la extrema derecha del Partido Republicano, fue aún más lejos al proponer como lema de su campaña: “Dele al blanco para la victoria en noviembre. Ayude a retirar a Gabrielle Giffords de su puesto. Dispare un M16 completamente automático con Jesse Kelly”. Kelly, un ex-marine, aparecía en sus afiches con su uniforme de campaña y empuñando un fusil.
Esta ola fundamentalista y ultraconservadora comenzó a expresarse con fuerza luego del atentado del 11-S, sin embargo, como afirma Morris Berman en un libro, La edad oscura americana. La fase final del imperio, fue el año 2005 cuando alcanzó su mayor nivel: “A principios de 2005 el New York Times informó que, de manera creciente y en todo el país, profesores de secundaria estaban dejando fuera del programa de estudios el tema de la evolución porque se metían en problemas con su director si se enteraba que se estaba impartiendo”. No es extraño que 4 de cada 10 estadounidenses crean firmemente en la versión bíblica de la creación del ser humano (creacionismo), según una encuesta de Gallup a fines del año pasado.
El problema no es solo que una visión fundamentalista de la vida se haya hecho sentido común sino también que la misma sea abiertamente maniquea y apocalíptica, además de vengativa. Berman señala, como ejemplo de ello, la serie de novelas Left Behind (Dejando atrás) de Tim LaHaye (uno de los fundadores del grupo ultraconservador Mayoría Moral) y de Jerry Jenkins, que vendieron, a principios de 2003, más de 62 millones de ejemplares. Y aunque en estas novelas el bien siempre triunfa, lo que importa son las imágenes que transmiten de cómo se vencerá al  mal: “los judíos que se han aferrado a su fe son condenados al Fuego Eterno, junto con los católicos, musulmanes, hinduistas y devotos de otras ‘religiones aberrantes’. Los mares se convierten en sangre, las langostas atormentan a los no creyentes y 200 millones de jinetes demoniacos barren con una tercera parte del planeta; se trata de una especie de limpieza étnica cósmica, por así decirlo” (M. Berman).
Y para terminar, Bob Beckel, comentarista de la cadena Fox News, pidió públicamente hace unas semanas el asesinato de Julian Assange, responsable de publicar los llamados Wikileaks: “Un muerto no podría filtrar cosas. Ese hombre es un traidor, es desleal y violó todas las leyes de EEUU. No estoy a favor de la pena de muerte, así que habría sólo una forma de hacerlo, por fuera de la ley pegarle un tiro al hijo de puta”.
Sarah Palin ha dicho que las culpas son personales, pero ya sabemos quiénes están detrás del atentando contra Gabrielle Giffords. El panorama no puede ser más sombrío: es el nacimiento de un nuevo fascismo.
  (*) albertoadrianzen.lamula.com

jueves, 6 de enero de 2011

Democracia en Estados Unidos

Image credit: The Heads of State 

Why Our Best Officers Are Leaving

Why are so many of the most talented officers now abandoning military life for the private sector? An exclusive survey of West Point graduates shows that it’s not just money. Increasingly, the military is creating a command structure that rewards conformism and ignores merit. As a result, it’s losing its vaunted ability to cultivate entrepreneurs in uniform.

By Tim Kane

John Nagl still hesitates when he talks about his decision to leave the Army. A former Rhodes Scholar and tank-battalion operations officer in Iraq, Nagl helped General David Petraeus write the Army’s new counterinsurgency field manual, which is credited with bringing Iraq’s insurgency under control. But despite the considerable influence Nagl had in the Army, and despite his reputation as a skilled leader, he retired in 2008 having not yet reached the rank of full colonel. Today, Nagl still has the same short haircut he had 24 years ago when we met as cadets—me an Air Force Academy doolie (or freshman), him a visiting West Pointer—but now he presides over a Washington think tank. The funny thing is, even as a civilian, he can’t stop talking about the Army—“our Army”—as if he never left. He won’t say it outright, but it’s clear to me, and to many of his former colleagues, that the Army fumbled badly in letting him go. His sudden resignation has been haunting me, and it punctuates an exodus that has been publicly ignored for too long.
Why does the American military produce the most innovative and entrepreneurial leaders in the country, then waste that talent in a risk-averse bureaucracy? Military leaders know they face a paradox. A widely circulated 2010 report from the Strategic Studies Institute of the Army War College said: “Since the late 1980s … prospects for the Officer Corps’ future have been darkened by … plummeting company-grade officer retention rates. Significantly, this leakage includes a large share of high-performing officers.” Similar alarms have been sounded for decades, starting long before the wars in Iraq and Afghanistan made the exit rate of good officers an acute crisis. When General Peter Schoomaker served as Army chief of staff from 2003 to 2007, he emphasized a “culture of innovation” up and down the ranks to shift the Army away from its Cold War focus on big, conventional battles and toward new threats. In many respects (weapons, tactics, logistics, training), the Army did transform. But the talent crisis persisted for a simple reason: the problem isn’t cultural. The military’s problem is a deeply anti-entrepreneurial personnel structure. From officer evaluations to promotions to job assignments, all branches of the military operate more like a government bureaucracy with a unionized workforce than like a cutting-edge meritocracy.
After interviewing veterans who work at some of the most dynamic and innovative companies in the country, I’m convinced that the military has failed to learn the most fundamental lessons of the knowledge economy. And that to hold on to its best officers, to retain future leaders like John Nagl, it will need to undergo some truly radical reforms—not just in its policies and culture, but in the way it thinks about its officers.
All They Can Be?
It would be easy to dismiss Nagl’s story, except you hear it almost every time you talk to a vet. In a recent survey I conducted of 250 West Point graduates (sent to the classes of 1989, 1991, 1995, 2000, 2001, and 2004), an astonishing 93 percent believed that half or more of “the best officers leave the military early rather than serving a full career.” By design, I left the definitions of best and early up to the respondents. I conducted the survey from late August to mid-September, reaching graduates through their class scribes (who manage e-mail lists for periodic newsletters). This ensured that the sample included veterans as well as active-duty officers. Among active- duty respondents, 82 percent believed that half or more of the best are leaving. Only 30 percent of the full panel agreed that the military personnel system “does a good job promoting the right officers to General,” and a mere 7 percent agreed that it “does a good job retaining the best leaders.”
Is this so terrible? One can argue that every system has flaws and that the military should be judged on its ultimate mission: maintaining national security and winning wars. But that’s exactly the point: 65 percent of the graduates agreed that the exit rate of the best officers leads to a less competent general-officer corps. Seventy-eight percent agreed that it harms national security.
The shame of this loss of talent is that the U.S. military does such a good job attracting and training great leaders. The men and women who volunteer as military officers learn to remain calm and think quickly under intense pressure. They are comfortable making command decisions, working in teams, and motivating people. Such skills translate powerfully to the private sector, particularly business: male military officers are almost three times as likely as other American men to become CEOs, according to a 2006 Korn/Ferry International study. Examples abound of senior executives who attribute their leadership skills to their time in uniform: Ross Perot, Bill Coleman, Fred Smith, and Bob McDonald, the new CEO of Procter & Gamble, to name a few. The business guru Warren Bennis reflected in his recent memoirs, “I never heard anything at MIT or Harvard that topped the best lectures I heard at [Fort] Benning.”
Why is the military so bad at retaining these people? It’s convenient to believe that top officers simply have more- lucrative opportunities in the private sector, and that their departures are inevitable. But the reason overwhelmingly cited by veterans and active-duty officers alike is that the military personnel system—every aspect of it—is nearly blind to merit. Performance evaluations emphasize a zero-defect mentality, meaning that risk-avoidance trickles down the chain of command. Promotions can be anticipated almost to the day— regardless of an officer’s competence—so that there is essentially no difference in rank among officers the same age, even after 15 years of service. Job assignments are managed by a faceless, centralized bureaucracy that keeps everyone guessing where they might be shipped next.
The Pentagon’s response to such complaints has traditionally been to throw money at the problem, in the form of millions of dollars in talent-blind retention bonuses. More often than not, such bonuses go to any officer in the “critical” career fields of the moment, regardless of performance evaluations. This only ensures that the services retain the most risk-averse, and leads to long-term mediocrity.
When I asked veterans for the reasons they left the military, the top response was “frustration with military bureaucracy”—cited by 82 percent of respondents (with 50 percent agreeing strongly). In contrast, the conventional explanation for talent bleed—the high frequency of deployments—was cited by only 63 percent of respondents, and was the fifth-most-common reason. According to 9 out of 10 respondents, many of the best officers would stay if the military was more of a meritocracy. 
Entrepreneurs in Uniform
During World War II, German generals often complained that U.S. forces were unpredictable: they didn’t follow their own doctrine. Colonel Jeff Peterson, a member of the faculty at West Point, likes to illustrate this point using a parable about hedgerows. After the Normandy invasion in 1944, American troops found that their movements were constrained by the thick hedgerows that lined the countryside of northern France. The hedges frequently channeled American units into German ambushes, and they were too thick to cut or drive through. In response, “Army soldiers invented a mechanism on the fly that they welded onto the front of a tank to cut through hedgerows,” Peterson told me.
American troops are famous for this kind of individual initiative. It’s a point of pride among officers that the American way of war emphasizes independent judgment in the fog and friction of battle, rather than obedience and rules. Lieutenants, even corporals and privates, are trained to be entrepreneurial in combat. This emphasis doesn’t just attract inspirational leaders and efficient managers—it produces revolutionary innovators. From the naval officer Alfred Thayer Mahan, whose insights on sea power transformed warfare at the beginning of the 20th century, to General Billy Mitchell, the godfather of the Air Force, to General Petraeus, who’s now implementing his counterinsurgency strategy in Afghanistan, the U.S. military has a long and proud tradition of innovative thought.
Creativity of this sort is increasingly celebrated by economists who study growth, many of whom now believe that innovation is essentially the only factor that drives long-term increases in per capita income. Since innovation relies entirely on people—what economists call human capital— academics are showing more appreciation than ever for Joseph Schumpeter and his pioneering focus on entrepreneurship. Entrepreneurs, Schumpeter noted, take risks, experiment with new technologies and ideas, and bring about the “creative destruction” that enables capitalism to flourish. Likewise, martial progress relies on innovative officers, especially those who question doctrine and strategy.
But the Pentagon doesn’t always reward its innovators. Usually, rebels in uniform suffer at the expense of their ideas. General Mitchell was court-martialed for insubordination in 1925; and who can forget the hostile treatment afforded General Eric Shinseki in 2003 after he testified that “something on the order of several hundred thousand soldiers” would probably be required to stabilize post-invasion Iraq?
In a 2007 essay in the Armed Forces Journal, Lieutenant Colonel Paul Yingling offered a compelling explanation for this risk-averse tendency. A veteran of three tours in Iraq, Yingling articulated a common frustration among the troops: that a failure of generalship was losing the war. His critique focused not on failures of strategy but on the failures of the general-officer corps making the strategy, and of the anti-entrepreneurial career ladder that produced them: “It is unreasonable to expect that an officer who spends 25 years conforming to institutional expectations will emerge as an innovator in his late forties.”
Despite the turnaround in Iraq since engineered by General Petraeus and his allies, it is hard to escape the impression that the military has indeed become less hospitable to entrepreneurs at the strategic level in the past few decades. Schumpeter predicted that as capitalist economies evolved, innovation would become routinized in large organizations, obviating the need for individual entrepreneurs. Until the 1980s, this idea was widely accepted in corporate America, and certainly in the defense industry. But Schumpeter’s prediction was upended definitively when the knowledge economy evolved out of the industrial economy, and symbolically when Steve Jobs and Steve Wozniak started Apple Computer in a California garage. In America today, capitalism is entrepreneurial: our economy is defined by individuals failing or succeeding on the strength of their ideas. Crucially, the military has not recognized this shift. And the Army, in particular, has not changed from its “inefficient industrial era practices,” as a report by the Strategic Studies Institute put it last year. It still treats each employee as an interchangeable commodity rather than as a unique individual with skills that can be optimized.
It’s Not Business, It’s Personnel
The most blatantly anti-entrepreneurial aspect of the Army is the strict time-in-service requirement for various ranks. Consider the mandatory delay for becoming a general. Active-duty officers can retire after 20 years of service. But to be considered for promotion to general requires at least 22 years of service, and that applies to even the most talented and inspiring military officer in the nation.
John Nagl might have been that officer. His 2002 book, Learningto Eat Soup With a Knife, anticipated the kind of insurgency warfare America was likely to face in the new century, and it proved a prescient warning as the wars in Iraq and Afghanistan dragged on. After serving in Iraq, Nagl helped General Petraeus write the Army’s counterinsurgency doctrine in 2005 and 2006. Conventional wisdom holds that the “surge” broke Iraq’s insurgency the following year. But the surge was more than just the 30,000 or so additional soldiers and marines who were deployed. The key was instead a new emphasis on stability and development, inspired in large part by ideas laid out in Nagl’s book.
In 2008, Nagl hit the 20-year mark, and what happened? He retired. Since he was not yet a full colonel, let alone a general, it was clear that he could be more influential as a civilian. He is now the head of the Center for a New American Security, known in Washington as President Obama’s favorite think tank. Had he stayed in the Army, odds are he would have been a career colonel, or a professor at the Army War College. Now his work at CNAS regularly reaches the White House and the National Security Council. While I assumed the loss of Nagl would be seen as an outrage within the military, most officers I spoke to shrugged it off as typical.
The more experts I talked with, the more I realized that targeting one inefficient policy, like the time-in-service requirement, wasn’t going to work. I asked the survey respondents to grade different aspects of the military in terms of fostering entrepreneurial leadership, using a standard Athrough-F scale. The “recruitment of raw talent” received 12 percent A’s and 43 percent B’s. Formal training programs and military doctrine also got good marks. What emerged as the weakest area was personnel. The evaluation system received 51 percent D’s and F’s. Job assignments got 55 percent failing grades. The promotion system got 61 percent. And lastly, the compensation system received 79 percent D’s and F’s.
Simply put, if the Army hopes to stanch the talent bleed, it needs to embrace an entrepreneurial structure, not just culture. That doesn’t mean more officers who invent new weapons, but rather a new web of incentives rewarding creative leadership. The military has reinvented itself in this manner before. West Point’s Jeff Peterson recounted the standard story line of the Army’s soul-searching after Vietnam. After eight years of committing hundreds of thousands of soldiers to a war that was lost on many levels, the Army returned to a strategic comfort zone, with its leadership thinking about conventional wars instead of the messy counterinsurgency it had just muddled through. While this story isn’t wrong on the whole, Peterson argues that it ignores the radical transformations that took place in the 1970s. He pulled James Kitfield’s book Prodigal Soldiers from his bookshelf and encouraged me to read it.
Kitfield chronicles a revolution in that era in how the Army treated, organized, and trained its soldiers. No change was bigger than the adoption of an all-volunteer force in 1973. It was a radical idea at the time, so controversial that many in the Army expected it to fail, or even to destroy the military. Instead, the all-volunteer force served as the beginning of a renaissance in the ranks, across all the services, and paved the way for a newly professional military. Instead of staying in for just two years, enlistees now commonly stayed for five years, or 10, or a career. The Army started paying better and, more important, making investments in its human capital. But make no mistake, moving to a volunteer force was not an incremental reform. It was radical. This connection may explain why almost 60 percent of the West Point respondents favored “radical reform” of the personnel system.
Radical reform may not sound like much of a blueprint, but the all-volunteer force must be understood in terms of a philosophical shift: the military rejected centrally planned accessions in exchange for a market mechanism. Faced with having to attract and retain volunteers, the military filled its requirements for labor with the right price: better pay, better housing, better treatment, and ultimately a better career opportunity than it had ever offered. 
A Market Alternative
Today’s Army requires a similar philosophical shift if it is to generate more-entrepreneurial leadership and start retaining its most talented officers. When presented with 10 proposed policy changes, the panel of West Point grads was strongly in favor of five, marginally in favor of three, split on one, and strongly against the last. Dead last was reauthorizing the draft instead of the all-volunteer force, a proposal that drew support from only 14 percent of respondents. So what did they think would help?
The Army should start by breaking down its rigid promotion ladder. The most strongly recommended policy, which 90 percent agreed with, is to allow greater specialization. Under the current system, company and platoon commanders are often “promoted” to staff jobs—that is, transferred from commanding troops in battle to working behind a desk on a general’s staff—even if they’d prefer to specialize in a lower-ranking position they enjoy. Rather than take an advancement they don’t want, many quit the Army altogether. Expanding early-promotion opportunities for top performers and eliminating year-group promotions also have strong support (87 and 78 percent, respectively). All of this might be hard to do while maintaining centralized management of rank and job assignments, but three-quarters of the panel favored ditching that system entirely in favor of an internal job market.
Indeed, an internal job market might be the key to revolutionizing military personnel. In today’s military, individuals are given “orders” to report to a new assignment every two to four years. When an Army unit in Korea rotates out its executive officer, the commander of that unit is assigned a new executive officer. Even if the commander wants to hire Captain Smart, and Captain Smart wants to work in Korea, the decision is out of their hands—and another captain, who would have preferred a job in Europe, might be assigned there instead. The Air Force conducts three assignment episodes each year, coordinated entirely by the Air Force Personnel Center at Randolph Air Force Base, in Texas. Across the globe, officers send in their job requests. Units with open slots send their requirements for officers. The hundreds of officers assigned full-time to the personnel center strive to match open requirements with available officers (each within strictly defined career fields, like infantry, intelligence, or personnel itself), balancing individual requests with the needs of the service, while also trying to develop careers and project future trends, all with constantly changing technological tools. It’s an impossible job, but the alternative is chaos.
In fact, a better alternative is chaos. Chaos, to economists, is known as the free market, where the invisible hand matches supply with demand. The Strategic Studies Institute report makes this very point. “Giving officers greater voice in their assignments increases both employment longevity and productivity,” it concludes. “The Army’s failure to do so, however, in large part accounts for declining retention among officers commissioned since 1983.”
Here is how a market alternative would work. Each commander would have sole hiring authority over the people in his unit. Officers would be free to apply for any job opening. If a major applied for an opening above his pay grade, the commander at that unit could hire him (and bear the consequences). Coordination could be done through existing online tools such as monster.com or careerbuilder.com (presumably those companies would be interested in offering rebranded versions for the military). If an officer chose to stay in a job longer than “normal” (“I just want to fly fighter jets, sir”), that would be solely between him and his commander.
Each of the four military branches is free to design its own personnel system, with minimal Pentagon interference. Yet each uses a similar centralized-planning department. It would take only one branch to lead the way by adopting the best practices of corporate America—where firms manage vast workforces by emphasizing flexibility, respect for individual talent, and executive responsibility. During my study, I surveyed ex-military officers at Citi, Dell, Amazon, Procter & Gamble, TMobile, Amgen, Intuit, and countless venture-capital firms. At every company, the veterans were shocked to look back at how “archaic and arbitrary” talent management was in the armed forces. Unlike industrial-era firms, and unlike the military, successful companies in the knowledge economy understand that nearly all value is embedded in their human capital.
I traveled to Silicon Valley to learn about the organizational design of firms there, and also to learn about the talent ecosystem. Nowhere is there a military-style 20-year retirement framework that distorts career decisions, and no one offers the security of lifetime employment. Instead, Silicon Valley attracts talent because it knows the importance of flexibility. Companies, unlike military units, are born and die out constantly, and the massive flow of labor across and within companies is highly turbulent. Not only can ambitious visionaries become top executives in half a decade, but employees can do the one thing they love for decades without worrying about getting “promoted” to management positions they don’t want. In the glassy buildings of Menlo Park, “being all you can be”—whether it’s coding C++, designing Web campaigns, or excelling in some other niche—isn’t just a slogan.
One Silicon Valley executive I spoke with, whom I’ll call Captain Smith, contrasted his time as a Marine company commander with his current job leading hundreds of employees, from software engineers to sales managers. Like other veterans in corporate America, he credits his military training with sharpening his leadership skills. But the analytical mind he uses to devise business models is just as sharp in assessing the military’s inept talent management. What’s the impact of merit on promotions in the Marines? “Virtually none,” says Smith. “On average, the best officers got out; the worst officers got out.” There are notable exceptions, he said. “But the larger trend I observed drives any organization toward mediocrity.”
When I asked him about Silicon Valley’s lessons for the military, he mentioned his firm’s internal market for matching engineers and projects, where the bottom line is that engineers rule. Team leaders have to advertise their projects and try to attract engineers, and it’s uncommon for an engineer to be told what he or she will do. Happier workers mean higher productivity. “I don’t want to oversimplify,” he says. “But this is about incentives and control.”
In contrast, only one in five of the West Point graduates thinks the Army today does a good job matching talents with jobs. And nearly two-thirds agree that using an evaluation system that singled out the best and worst members of a given unit—for advancement or release—would yield a more entrepreneurial leadership. Such a system, popularized by Jack Welch of General Electric, would give commanders better information, and also make personnel ratings a lot more useful than the politically correct write-ups in abundance now. It would also recast the personnel officers as headhunters, focused on giving advice, rather than orders, to job-seekers and to hiring commanders.
I asked Smith—a supremely tech-savvy, gung-ho leader—whether he would consider rejoining if the Marines recruited him to serve as a general officer, perhaps to command their cyber-security efforts. I anticipated that his resolute willingness to serve would offer a vivid contrast to the military’s closed-mindedness. But he surprised me. He thought quietly for a minute. Then, shaking his head, he said something much more damning: “I can’t see it,” the Silicon Valley marine said. “Even if they made that offer … I have no confidence that I could pierce the bureaucracy.” 

Tim Kane is a senior fellow in research and policy at the Ewing Marion Kauffman Foundation and a former Air Force intelligence officer.

miércoles, 5 de enero de 2011

La cultura política de Estados Unidos (The Atlantic)

Meet the First Filibusters: The 16th and 17th Century Pirates of the Caribbean

Garance_Pirate_Postart.jpg
The filibuster may be unconstitutional, creating as it does a mechanism for a Senatorial veto.
One thing's for sure: Filibusters are also pre-constitutional. They are even pre-colonial.
The original filibusters were pirates of the Caribbean, and the contemporary Senate procedure continues to bear traces of the word's origins in the disruptive and lawless practices of the privateers who boosted the goods of ships traveling under Spanish sail. Later, the word came to describe an American movement with a base in the pre-Civil War South to seize Spanish West Indian and Central American lands and goods in the name of Manifest Destiny.
The word derives from a Dutch term for pirate and began to be applied to efforts "to hold the Senate floor in order to prevent a vote on a bill" in the in the 1850s, according to the Senate Historical Office. It is believed to derive from the Dutch word vrijbuiter, which means "to plunder," with vrij meaning "free" and buit meaning "booty."
And booty, according to Michael Sheen, a retired Chicago English teacher who writes the WordMall blog, means "collective plunder or spoils" such as "household goods seized and carried off" by armies.
These "freebooters" or "filibusters" traveled under no nation's sail -- they used various iterations of the Jolly Roger, instead -- and often sought to "privateer" goods and gold being transported by Spanish ships in the Caribbean, from slaves to gold. The word to describe them was first recorded in English in the late 16th century, according to the Oxford English Dictionary.
Filibustering first took on a political meaning in the early 19th century when it was transferred from pirates who seized goods to individuals who sought to seize goods, land -- and states.
According to PBS's The History Detectives:
In the 1800s, the term took on new meaning, referring to a group of adventurers who, without the consent of the American government, tried to assume power in a number of Latin American and Caribbean countries. Filibusters were intent on overpowering the 'lesser peoples' despite neutrality laws that forbid Americans from privately engaging in warfare with other countries. Cuba, Honduras, Nicaragua, Costa Rica and Mexico were all victims of filibusters from 1830 to 1860.
Famous filibusters were larger than life characters such as Narciso Lopez, a Venezuelan-born soldier who, aided by sympathetic Southern money, liberated Venezuela from Spanish rule. He then attempted three times to free Cuba.
William Walker, a southerner from Tennessee, annexed parts of Mexico and named himself president. In his proclamation of control over Lower California (then part of Mexico), Walker explains why the territory was rightfully his, an explanation that neatly sums up the filibuster movement.
Thus abandoning the peninsula, and leaving it as it was "a waif on the waters," Mexico cannot complain if others take it and make it valuable. On such considerations have I and my companions-in-arms acted in the course we have pursued. And, for the success of our enterprise, we put our trust in Him who controls the destinies of nations, and guides them in the ways of improvement and progress.
Despite the vehement objections of the Mexican government and the anger of the U.S. authorities, many Americans thought this was a triumph for filibustering. However, Walker eventually gave up, finding it too difficult. He was tried by the U.S. and acquitted.
Perhaps it is appropriate given the history of the filibuster movement that the longest filibuster in U.S. history came from a Southern senator, the late Strom Thurmond of South Carolina, who held out for 24 hours and 18 minutes in opposition to the Civil Rights Act of 1957. After all, according to PBS, "The filibuster cause was successful largely thanks to a strong support base in the South" where "parades were held in their honor, songs written and their adventures glorified."
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Garance Franke-Ruta - Garance Franke-Ruta is a senior editor at The Atlantic and oversees politics coverage for TheAtlantic.com. Follow her on Twitter at @thegarance.


Meet the New Boss

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Updated 4:27 p.m.

The deal is done: With a wave of his huge wooden gavel, John Boehner took control of the House of Representatives.

The gavel is an outsized block of wood that looks like the sawed-off top of a sledgehammer, far bigger than the medium-sized one Boehner handed to Pelosi four years ago. Boehner's gavel was made by one of his constituents in western Ohio and given to the new speaker as a gift. The symbol of Boehner's new power fits well with his straightforward, old-boy demeanor, a facet of his persona that the outgoing speaker praised as she introduced him.

The House of Representatives was abuzz today, sort of like the first day of high school. Members patted shoulders and shook hands congenially; little kids scurried around behind their lawmaker parents, outside the House chamber and in it. After a quorum call around noon, members all filed in to sit or stand less in reverence than in friendly anticipation, waiting for power to change hands officially.

Lawmakers milled about the floor, talking to one another, finding seats in short supply as members' children (toddlers and teenagers alike, sitting in chairs and laps) accompanied them to see their parents sworn in. Members stood behind the last row of seats, leaning on the banister, spilling into the aisles.

A cheer erupted as Boehner and Pelosi stepped up to the dais in the front of the room. As Pelosi began her speech, a little girl in the visitor's gallery started to cry.

"It is a high honor to welcome all the members of Congress and their families to the House of Representatives," Pelosi said. And with a cheer, the ceremony began.

Pelosi spoke about bipartisanship and a "shared commitment to the way forward" but eventually steered into more controversial territory, listing the achievements of the Democratic Congress, to Democratic clapping and Republican silence, a la a State of the Union address.

"Patients can no longer be thrown off their insurance," Pelosi declared. "Taxpayers will be saved $1.3 trillion." She mentioned the Lily Ledbetter Fair Pay Act, and the recent repeal of "Don't Ask, Don't Tell." And for a few minutes, as Democrats clapped and Republicans shot stony glances at their former tormentor, congeniality was sucked out of the room.

Pelosi saved some kind words for Boehner, calling him "a man of conviction, a public servant," who has "earned the confidence of his conference." She thanked her colleagues for making her the first woman speaker, which everyone, Democrat and Republican alike, applauded.

And then the enormous gavel was handed over. "It's larger than most gavels here, but [it's] the gavel of choice for Speaker Boehner." The chamber laughed.

BoehnerPostArt.png Boehner took the gavel from Pelosi with a hug, looking ready to wield this immense wooden thing. Republicans whistled and cheered; Democrats stood to clap along with them. Bipartisanship was back, if only for a minute or two. Boehner took the gavel in both hands, twisting it slightly, feeling its weight, and promptly teared up—a signature move of his—wiping his nose with a handkerchief as the Republican whooping got even louder. When he banged it, grins widened on all the Republican faces, seated in the left half of the room.

As Boehner stepped up to the podium and began speaking, another child started crying. That was something of a theme for the day.

"We gather here today at a time of great challenges. Nearly one in ten of our neighbors are looking for work. Health-care costs are still rising for families and small businesses. Our spending has caught up with us, and our debt will soon eclipse the size of our entire economy. Hard work and tough decisions will be required of the 112th Congress," Boehner said. "No longer can we fall short. No longer can we kick the can down the road. The people voted to end business as usual, and today we begin carrying out their instructions."

Republicans stood and clapped. Democrats did not.

As all this was happening, Senate Minority Leader Mitch McConnell, an architect of GOP obstructionism in the Obama era, sat still in the very middle of the House chamber. Apparently there alone, and the only senator in the room that I could notice, McConnell wore a deep red tie and fixed his eyes steadily on Boehner the entire time, his arms folded, clapping reservedly when the time was right. McConnell has been Boehner's Senate counterpart over the last four years, and while Boehner is genial and easy to like, McConnell is careful and disciplined. His mastery of the GOP Senate caucus and steadfast opposition to Democrats put a stop to aggressive bills Pelosi was able to pass, turning the Senate into a morass for Democratic ambitions since the beginning of 2009. McConnell's resistance and helping Boehner get where he is today. Almost everything, from the Kentucky senator's vantage, had gone to plan.

A child, seated with a lawmaker in the front row of the chamber, started throwing a silent tantrum. He stood up and waved his arms up and down, then stormed down the aisle, eventually escorted out by his sister. Boehner remained unfazed.

Keeping his hands folded neatly on the podium, raising his left index finger to make points, Boehner pledged a "renewed focus on our Constitution" and, amidst this big moment, injected some humility by reciting the God's curse on Adam: "Remember you are dust, and to dust you shall return."

"The American people have humbled us. They have refreshed our memories as to just how temporary the privilege to serve is. They have reminded us that everything here is on loan from them. That includes this gavel, which I accept cheerfully and gratefully, knowing I am but its caretaker. After all, this is the people's House. This is their Congress. It's about them, not us," Boehner said. "What they want is a government that is honest, accountable and responsive to their needs. A government that respects individual liberty, honors our heritage, and bows before the public it serves."

"A great deal of scar tissue has built up on both sides of the aisle: We cannot ignore that, nor should we.My belief has always been, we can disagree without being disagreeable," Boehner said.

In the most bipartisan moment of the day, Boehner was sworn in by the oldest and longest-serving member of the House, the 84-year old John Dingell, a Democrat from Michigan (who was the only member not to stand when Pelosi and Boehner took the podium). Dingell ambled up to a small lectern and read the oath of office to Boehner.

And with Boehner's affirmation, the 112th Congress had begun.

Afterward, members gladhanded and made their way out of the chamber. Republicans were celebratory, but restrained. "We have to avoid celebrating too much when so many people are out of work," New York's Peter King, one of the biggest Republican firebrands on national security issues in particular, told me after Boehner's speech.

"It's always nice to go back in the majority, certainly nothing compares to the first time, 10 years ago, but this is a close second I guess," said a smiling Jeff Flake, when I asked him how this stacks up to other moments in his political career.

On his way out of the Speaker's Lobby that sits adjacent to the House floor, Dana Rohrabacher, the 12-term congressman from outside L.A., gave a shoulder pat to a new member, the Tea-Party-backed Allen West of Ft. Lauderdale.

"Sir, it's gonna be great," Rohrabacher told West. "We're gonna shake things up here."

"We got to. The people are counting on us," West replied.

"You got it."

And with so many handshakes, the transaction was complete.

Illustration credit: Alex Hoyt (with iPad Brushes)




Strict Obstructionist

Mitch McConnell is a master manipulator and strategist—the unheralded architect of the Republican resurgence. Now that his relentless tactics have made his party victorious, he is poised to take down the president and win the Senate majority he covets—if he can fend off the Tea Party and keep his own caucus together.
By Joshua Green

Stephen Voss
If you were to look for the very last moment when the Democrats might have avoided, or at least mitigated, the wave that swept over them in November, it may have come on Tuesday, September 14, just after lunchtime. That’s when Mitch McConnell, the Republican Senate leader from Kentucky, emerged from a weekly caucus meeting to address reporters gathered beneath the Ohio Clock in the U.S. Capitol and take care of an important piece of business. Two days earlier, on the CBS show Face the Nation, McConnell’s counterpart in the House of Representatives, John Boehner of Ohio, had blundered in answering a hypothetical question by suggesting he would consider something short of a full extension of the Bush-era tax cuts. The White House intended to frame the election as a choice between the party of the middle class (Democrats) and the party of the rich (Republicans) by splitting the extension into two votes: one tax cut for the middle class, and another for the rich. Republicans had steadfastly refused—until Boehner flinched. The next day’s New York Times headline was “Boehner Shifts on Tax-Cut Bill Backed by Democrats.” Sensing controversy and a change in momentum, the media were eager to pounce. Boehner had wisely vanished, leaving McConnell to repair the damage.
Flanked by his leadership team, McConnell stepped to the microphone and proceeded to extinguish any hope of a compromise. In his curt southern manner, he declared that Republicans were united in wanting to extend all the tax cuts; that several Democrats had voiced unease about the White House strategy; and that he would relish the chance to talk about the Bush tax cuts, whose expiration, he warned, would “throw a wet blanket over the recovery.”
McConnell, 68, is owlish, phlegmatic, and gray, and often looks bothered, as though lunch isn’t agreeing with him. He has been described as having “the natural charisma of an oyster.” Yet you sense that this is not so much a burden as a choice, that he has pared away any qualities extraneous to his political advancement. McConnell has the relentless drive and ambition you frequently encounter in Washington. But unlike so many others, he longs to be not president but majority leader of the Senate—a position conferred by his peers and not voters, so geniality and popularity with the press don’t interest him. “Every answer he ever gives is geared toward strategy within the Senate,” says his friend Senator Robert Bennett of Utah, meaning this as a compliment.
McConnell nevertheless manipulates the press masterfully, using methods that are head-smackingly obvious and yet still elude most politicians. He knows exactly what he wants to say, repeats it with emphasis, then stops. He will not be drawn out, and has no compunction about refusing questions. He would never make Boehner’s mistake, because he won’t entertain hypotheticals. “We don’t issue a whole lot of currency,” his spokesman says. What McConnell does say makes news.
At the press conference, reporters jockeyed to throw him off message and extract some further bit that might drive the story forward. His unvarying reply when asked about Boehner was: “It does not make sense to raise taxes in a recession,” a phrase he uttered nine times in barely as many minutes. The effect was like watching a swarm of mosquitoes encounter a bug zapper. After he wrapped up the proceedings, the reporters broke their huddle and scurried to button­hole individual senators. McConnell ignored them and walked off. The story soon dried up. No vote took place. And the elections were, as McConnell intended them to be, an unadulterated referendum on President Obama.
 

domingo, 26 de diciembre de 2010

De ser cierto, es algo muy grave

BOB WOODWARD REVELA PRESIONES MILITARES SOBRE OBAMA

¿Quién gobierna EE.UU.?

Quien gobierna realmente, dice Woodward, es el complejo militar-industrial, es decir el Pentágono y las grandes empresas productoras de armamento, a cuyo directorio suelen ingresar no pocos jefes militares cuando se retiran.

Por Juan Gelman
Bob Woodward, el periodista que desató el Watergate en compañía de Carl Bernstein, formula una respuesta a esa pregunta en su libro más reciente, Obama’s War (Simon & Schuster, Nueva York, 2010): ni el Poder Ejecutivo, ni el Poder Legislativo y menos el Judicial. Quien gobierna realmente, dice Woodward, es el complejo militar-industrial, es decir el Pentágono y las grandes empresas productoras de armamento, a cuyo directorio suelen ingresar no pocos jefes militares estadounidenses cuando se retiran. Leído el libro, Michael Moore espetó: “El título de ‘Comandante en Jefe’ (que detenta el presidente) es tan ceremonial como el de ‘Empleado del Mes’ del Burger King del barrio”. Léase lo que Obama’s War revela.
El sábado 28 de noviembre de 2009 Obama se reúne con miembros del Consejo Nacional de Seguridad a fin de diseñar su nueva estrategia para Afganistán. Los militares le presentan una sola opción: mandar más efectivos. El mandatario señala que no está cerrada la otra, la de establecer un plan de retirada, y el coronel de ejército John Tien expresa: “Sr. Presidente, no veo cómo puede usted desafiar a sus mandos militares. Porque si le dice al general McChrystal (entonces al mando de las tropas invasoras) ‘ya cuenta con recursos, pero decidí hacer otra cosa’, probablemente tendrá que reemplazarlo. Usted no le puede decir ‘hágalo a mi manera, gracias por su gran trabajo’. ¿Dónde acabaría esto?”.
El coronel Tien –agrega Woodward– no tuvo necesidad de explicar más. “Sus palabras implicaban que no sólo McChrystal sino también todo el alto mando militar podría rebelarse, Gates, el almirante Mike Mullen, el presidente del Estado Mayor y el general Petraeus, entonces jefe del comando central estadounidense. Tal vez ningún presidente podría resistir el embate, especialmente uno de 48 años de edad con cuatro años de senador y 10 meses de comandante en jefe.” Se conoce el final de la historia: tres días después, Obama anunció el envío de más tropas al país asiático.
Lyndon B. Johnson corrió suerte parecida. A él le tocó Vietnam. El asesinato de John Kennedy lo convirtió en presidente de EE.UU. en noviembre de 1963 y a pocas horas de asumir se le informó que la situación en Vietnam del Sur era más grave de lo que se podía suponer. El reconocido periodista Bill Moyers, que fue secretario de prensa de LBJ, grabó en secreto muchas conversaciones sostenidas entonces en la Casa Blanca y aun llamadas telefónicas del flamante presidente. Registró así las idas y venidas del mandatario, irresuelto sobre la conveniencia o no de escalar el conflicto.
Moyers relató que Johnson efectuaba consultas amplias dentro y fuera de la Casa Blanca (www.pbs.org, 201109) y venía resistiendo las presiones de líderes republicanos como Nixon y Goldwater: quería analizar la situación con cuidado y evaluar alternativas con su secretario de Defensa, Robert McNamara. El 2 de marzo de 1964 éste le presentó un memo urgente del Estado Mayor Conjunto que señalaba: “Impedir la caída de Vietnam del Sur es de suma importancia para Estados Unidos”.
Johnson no quiere ampliar la participación militar de EE.UU. en Vietnam, pero acaecen los dos incidentes del golfo de Tonkin que conducen a un enfrentamiento naval armado entre un buque norteamericano y lanchas lanzatorpedos norvietnamitas. LBJ acepta el aumento de tropas para combatir al Vietcong, aunque duda del origen del segundo choque que, como se descubrió después, fue una fabricación para forzarlo a tomar esa decisión.
Moyers da cuenta de las presiones del jefe del Pentágono y de la cúpula militar para lograr, como lograron, el incremento paulatino de efectivos. “Es difícil argumentar con los comandantes –es una frase grabada de LBJ–, porque en el fondo de mi pensamiento me inclino por una intervención muy limitada. Y no creo que los comandantes piensen lo mismo. En realidad, sé que no.” Cuando la guerra de Vietnam concluyó en 1975 con la derrota de EE.UU., habían participado en el conflicto dos millones y medio de militares norteamericanos y el número de bajas sufridas ascendía a casi 60.000. En tanto, las empresas armamentistas obtenían –como obtienen hoy– jugosos beneficios.
El general Dwight D. Eisenhower tenía plena conciencia de estos hechos. Lo preocupaban. En el discurso que pronunció el 17 de enero de 1961, al terminar su mandato presidencial, subrayó: “La conjunción de un inmenso aparato militar y de una vasta industria productora de armamento es nueva en la experiencia de EE.UU. Su influencia abarcadora –económica, política, incluso espiritual– se deja sentir en cada ciudad, cada Parlamento, cada oficina del gobierno federal..., debemos estar en guardia contra la adquisición de una influencia no autorizada por parte del complejo militar-industrial. El potencial del surgimiento desastroso de un poder indebido existe y persistirá”. No se equivocaba.

sábado, 20 de febrero de 2010

Cierra un referente periodístico de Colombia



Accionistas pactaron con el gobierno la clausura en busca de un canal de tv, sugieren periodistas
Polémica en Colombia ante el cierre de la revista Cambio por motivos financieros
Afp y Dpa

Periódico La JornadaSábado 20 de febrero de 2010, p. 17
Bogotá, 19 de febrero. El cierre de la revista Cambio, que contó al periodista y premio Nobel de Literatura Gabriel García Márquez entre sus propietarios, desató en Colombia una polémica con acusaciones de censura a la prensa en plena campaña para la elección presidencial del 30 de mayo.
La decisión, anunciada el 3 de febrero por sus dueños, la casa editorial colombiana El Tiempo, no dio espacio siquiera a una transición. Los periodistas supieron ese día que no habría más ediciones del semanario fundado en 1993 y que en sus orígenes estuvo hermanado con la española Cambio 16.
Aunque sólo circulaba en Colombia, Cambio tenía repercusión en muchos países de América Latina. Su reconocimiento creció cuando, a raíz de una crisis financiera, García Márquez la rescató de su propio bolsillo, junto con un grupo de amigos ansiosos por hacer periodismo.
En esa época Cambio se enorgullecía de sus primicias, que llegaron incluso a destapar un escándalo de nexos entre el entonces presidente Ernesto Samper y las mafias de la droga.
En 2009, Cambio se había anotado varios éxitos periodísticos: fue la primera publicación que reveló, para incomodidad del gobierno del presidente Álvaro Uribe, la negociación de un acuerdo militar entre Bogotá y Washington, que permite a las tropas estadunidenses el uso controlado de siete bases en Colombia, que desató una crisis diplomática con Venezuela.
Pero en 2005, llenos de deudas, los dueños de Cambio cayeron en los brazos de El Tiempo y García Márquez se fue, relató su última editora general, María Elvira Samper. Ahora, según los dueños, nuevos problemas económicos la han llevado al cierre definitivo.
Samper y otros periodistas sugirieron que, debido a ciertas revelaciones de la publicación en 2009, la medida respondía a una voluntad del grupo Planeta –el mayor accionista de El Tiempo– de tener buenas relaciones con el gobierno de cara a la próxima licitación para la adjudicación de un tercer canal privado de televisión.
El presidente de Planeta para los países andinos, Francesc Solé, dijo que los motivos de sierre son sólo financieros.
Denuncia Chávez una excusa para atacar
Mientras, el presidente venezolano, Hugo Chávez, acusó al gobierno de Colombia de buscar una excusa para la agresión contra Venezuela, al negar la presencia en su país de un líder rebelde de las Fuerzas Armadas Revolucionarias de Colombia, como denunció un gobernador colombiano.
Andan locos por incursionar en Venezuela, denunció Chávez. Advirtió al presidente Uribe y a los militares colombianos que lo piensen y no vayan a cometer ese error.
El gobernador del departamento colombiano de Arauca, Luis Ataya, denunció la presencia en la población fronteriza venezolana de Elorza (Apure) de Germán Briceño Suárez (Grannobles), que habría desertado de la guerrilla y se dedicaría ahora al narcotráfico y que esto lo sabía Venezuela.

martes, 29 de diciembre de 2009

¿A quién conviene la guerra en Colombia?

Son 2 millones de personas los desplazados externos por la guerra en Colombia y son 4 millones los deplazados internos en los 7 años de gobierno de Álvaro Uribe. En un contexto de guerra todo sucede sin que nadie rinda cuentas, nadie da explicaciones. Es así como los campesinos pobres que viven -¡oh casualidad!- en tierras fértiles y territorios ricos en minerales y otros, resultan los más afectados. ¿Las grandes compañías extranjeras? ¿Las élites que gobiernan con el presidente Uribe? ¿Los paramilitares? ¿El narcotráfico? ¿Las guerrillas de las FARC? La respuesta de quienes conocen del tema es: ¡conviene a todos, menos los pobres y civiles!

Ver más acerca del futuro político que está en juego en Colombia:
Uribe insiste en rescatar rehenes por la vía militar

martes, 22 de diciembre de 2009

Pax Romana: 2 millones de desplazados

En los 7 años de gobierno del presidente Álvaro Uribe han sido 2 millones de personas las desplazadas por la violencia en Colombia (dato de la Oficina del Alto Comisionado de las Naciones Unidas para los Refugiados, ACNUR). En la actualidad, puntos fronterizos con Ecuador como el río San Miguel reportan un promedio de 10 personas día las que cruzan en huída de lo que ya preveen como un baño de sangre en el país. ¿La razón?: la instalación de las 7 bases militares estadunidenses en el país. Las guerrillas han contestado aliándose, según parece. Los pobladores ecuatorianos que viven en la frontera dudan si "aguantar nomás" las consecuencias de la guerra -con tropas "traídas de Irak", aseguran temerosos- o abandonar sus tierras y sus casas.
Entre sarcasmos y burlas, una catástrofe parece haber sido preparada por las autoridades de Colombia, ya sea con cualquiera de sus vecinos (así de amplio es el abanico que abren al hablar de sus posibles amenazas) o con su propia e interminable guerra civil. ¿Nadie hará nada? (FFO)


(19 de diciembre, 2009)
TRAS CUATRO AñOS DE ENFRENTAMIENTOS LAS FARC Y EL ELN UNIERON FUERZAS
Alianza de guerrillas colombianas
Según estimaciones oficiales, las dos guerrillas sumarían unos 14 mil combatientes y, según una reconocida ONG, juntas controlarían ocho regiones del país, entre ellas zonas clave como la frontera con Venezuela y la costa del Pacífico.
Por María Laura Carpineta
Las dos guerrillas colombianas dieron por terminado más de cuatro años de enfrentamientos sangrientos para unir fuerzas contra un único enemigo: el imperialismo norteamericano y su aliado local, el presidente Alvaro Uribe. “Vamos a enfrentar, con firmeza y beligerancia, el actual régimen, que el gobierno de Alvaro Uribe ha convertido en el más perverso títere de los planes del imperio”, prometieron anteayer las cúpulas de las FARC y el ELN en un comunicado difundido en el sitio de internet Anncol. La alianza, que no se veía en el país desde los años ’90, fue desestimada por el gobierno colombiano sin mucha discusión previa. “Es imposible porque ellos tienen unas disputas por control de territorio para buscar los réditos del narcotráfico”, sentenció ayer el jefe de las Fuerzas Militares, Freddy Padilla. Pero para el especialista de la ONG Nuevo Arco Iris Ariel Avila, el comunicado es más que verosímil. “Hace ya un año que venimos escuchando rumores sobre una negociación. Para nosotros tiene, al menos, cierta credibilidad”, explicó en diálogo telefónico con este diario.
Según estimaciones oficiales, las dos guerrillas sumarían unos 14 mil combatientes y, según los últimos informes de la ONG Nuevo Arco Iris, juntas controlarían ocho regiones del país, entre ellas dos zonas de enorme importancia para el Palacio de Nariño: la frontera con Venezuela y la costa del Pacífico. “Pero no hay que equivocarse, las guerrillas no son las que controlan las rutas del narcotráfico, como dicen Uribe y el gobierno norteamericano. Son los paramilitares”, advirtió Avila. Hace unas semanas el analista recibió una reprimenda pública del presidente por sus informes sobre el estancamiento de la llamada seguridad democrática, la política estrella de los gobiernos uribistas que puso en retirada a las guerrillas y bajó el número de asesinatos y secuestros en el país.
Las FARC y el ELN no peleaban por el control del narcotráfico, según Avila, pero sí por el control de los territorios, sus recursos naturales y su gente. “Cuanto más los acorralaba el Ejército más se peleaban entre ellos para controlar los territorios que tenía el otro grupo”, explicó. Los dos movimientos insurgentes habían nacido más o menos en la misma época y, aunque siempre mantuvieron una ideología bien diferenciada, supieron coexistir la mayoría del tiempo.
Hasta finales de 2005 las dos guerrillas convivían con relativa tranquilidad. Se habían declarado la guerra abierta en los ochenta, pero el surgimiento de los grupos paramilitares –el primer enemigo que los combatió según sus mismas reglas de clandestinidad e ilegalidad– y el proceso de paz liderado por el ex presidente Andrés Pastrana habían diluido las internas más candentes de los grupos insurgentes. Pero después vino la presidencia de Uribe, la llamada seguridad democrática y la ancestral estrategia de dividir y conquistar.
En septiembre de 2005, los máximos líderes del ELN decidieron aceptar la propuesta de Uribe y sentarse a dialogar en La Habana. La cúpula guerrillera había acordado con sus pares de las FARC que no negociarían con el Estado, pero el ELN venía de más de media década de desgaste militar y económico que lo forzaron a intentar una salida pacífica. Pero según demostraron unas grabaciones telefónicas, difundidas recientemente por la revista bogotana Semana, el acercamiento del ELN al gobierno de Uribe no impulsó la paz, sino todo lo contrario.
“Se desató una guerra entre las FARC y el ELN, especialmente en los departamentos de Cauca, Arauca y Nariño. Hasta la fecha registramos más de 60 mil desplazados, sólo de esa región. Fue tan dramática la situacion que el ejército colombiano se alió con el ELN para combatir a las FARC en Arauca. En Cauca y Nariño, se alió con los Rastrojos, uno de los nuevos grupos paramilitares”, explicó Avila. La estrategia de alianzas funcionó y el ELN pasó de ser una guerrilla en retirada a recuperar regiones claves, como el Norte de Santander, fronterizo con Venezuela.
Cuatro años después, el escenario volvió a cambiar para las cúpulas guerrilleras. Las FARC fueron golpeadas por el ejército una y otra vez este año y el ELN perdió su lugar de privilegio con el gobierno, después de que Uribe diera por fracasado el proceso de paz. Envalentonado por una popularidad de casi el 70 por ciento y con una posible re-reelección en puerta, Uribe asestó un nuevo y durísimo golpe a las guerrillas: les cedió siete bases militares a los norteamericanos a lo largo y ancho del país.
Eso, más que eventuales coincidencias ideológicas o pretensiones políticas, acercó a los dos grupos insurgentes. “Hoy Colombia es convertida en una gran base militar a disposición del imperio para ahogar en sangre la resistencia de nuestro pueblo”, denunciaron las cúpulas de las FARC y el ELN en su comunicado. Esta vez, el enemigo es demasiado poderoso como para desangrarse en luchas intestinas interminables.
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