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maneuvering  QUOTES

6 " Muriah approached him with a new pair of khakis and a couple of T-shirts. “I guessed at the size so you might want to go try these on first.”

He took the clothes and slid his arm around her waist, maneuvering her toward the fitting room.

“Hey, I didn’t sign on to be your dresser.” She grumbled, but didn’t struggle.

He pulled the door closed and turned to meet her eyes. “It’s light in here and full of people. Apep will not be able to surprise us, and his serpents cannot spy. We need to talk.”
***

He stripped off the wet shirt, exposing his chiseled torso. She did her best not to choke on her tongue. His tanned skin and taut muscles tempted her, luring her to touch him. Turning around to give him privacy seemed like the right thing to do, but there wasn’t a hint of modesty in this Mayan god, and if he could handle getting this personal, then she could, too.

When he unzipped the wet pants, she held her breath. Would an ancient guy wear underwear? She was about to find out. He bent over to lower the wet slacks. When he straightened up, she realized he’d been talking, but she didn’t have a clue what he had said. Instead, all her attention was focused on a fine trail of dark hair leading from just below his navel and disappearing under the low-slung elastic band of his boxer briefs.

“Muriah?”

Her gaze snapped up to meet his. Thank the universe he couldn’t read her thoughts. “Yeah?”

“Did you hear my question?”

He stood two feet from her in only his underwear, and he thought she was listening? He was either completely unaware of his sex appeal, or he was way too accustomed to being obeyed.

Probably both.

She cleared her throat. “I must’ve missed it.”

A spark lit his eyes that told her he might have more than a clue to his sex appeal.

He picked up the T-shirt and pulled it on. “I asked if you knew of another hotel closer to the airport so we can get out of New York as soon as the sun sets tomorrow.”

“I’m sure I can find one.” She pulled out her phone, grateful to have something to pretend to focus on besides him tucking his package into the new khakis she pulled off the rack for him.

“I probably should’ve grabbed some dry underwear, too.”

“They are nearly dry now. I will be fine.” He popped the tags off, and she glanced up from her hotel search. “They’re not going to like you taking the tags off before you pay.”

The corner of his mouth curved up. “They will be honored to take my money.”

She groaned and rolled her eyes. “Do you ever not get your way?”

He stepped closer to her, his chest an inch from hers until her back pressed against the modular wall of the fitting room. “Rarely.” His dark gaze held hers, and the deep rumble of his voice sent heat through her body. “But some things are worth the extra effort. "

Lisa Kessler , Night Child (Night, #3)

11 " In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the " systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not " cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to " firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness.An even greater defect of the McNamara approach to military decisions was its businesslike " linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional " linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of " if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength...Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than " best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach. "