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22 " The BFMSS [British False Memory Syndrome Society]
The founder of the 'false memory' movement in Britain is an accused father. Two of his adult daughters say that Roger Scotford sexually abused them in childhood. He denied this and responded by launching a spectacular counter-attack, which enjoyed apparently unlimited and uncritical air time in the mass media and provoke Establishment institutions that had made no public utterance about abuse to pronounce on the accused adults' repudiation of it.
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The 'British False Memory Syndrome Society' lent a scientific aura to the allegations - the alchemy of 'falsehood' and 'memory' stirred with disease and science. The new name pathologised the accusers and drew attention away from the accused. But the so-called syndrome attacked not only the source of the stories but also the alliances between the survivors' movement and practitioners in the health, welfare, and the criminal justice system. The allies were represented no longer as credulous dupes but as malevolent agents who imported a miasma of the 'false memories' into the imaginations of distressed victims.

Roger Scotford was a former naval officer turned successful property developer living in a Georgian house overlooking an uninterrupted valley in luscious middle England. He was a rich man and was able to give up everything to devote himself to the crusade.
He says his family life was normal and that he had been a 'Dr Spock father'. But his first wife disagrees and his second wife, although believing him innocent, describes his children's childhood as very difficult. His daughters say they had a significantly unhappy childhood.
In the autumn of 1991, his middle daughter invited him to her home to confront him with the story of her childhood. She was supported by a friend and he was invited to listen and then leave. She told him that he had abused her throughout her youth. Scotford, however, said that the daughter went to a homeopath for treatment for thrush/candida and then blamed the condition on him. He also said his daughter, who was in her twenties, had been upset during a recent trip to France to buy a property. He said he booked them into a hotel where they would share a room. This was not odd, he insisted, 'to me it was quite natural'. He told journalists and scholars the same story, in the same way, reciting the details of her allegations, drawing attention to her body and the details of what she said he had done to her. Some seemed to find the detail persuasive. Several found it spooky.
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23 " Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making.

At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work.

Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense.

It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement. "

Edward N. Luttwak