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1 " La historia no ha cambiado. Hace mil anos ellos eran los duenos del mundo. Hoy en dia lo siguen siendo. Claro, lo tienen que compartir con los grandes magnates de la tierra, esos que controlan el petroleo, las drogas, la tecnologia y por supuesto la television y la radio. La Iglesia domina los miedos y la promesa de la salvacion; las grandes empresas tambien manipulan los miedos y los paliativos para estos: la satisfaccion de las necesidades basicas - y las no tan basicas que hoy en dia parecen primordiales: carro, casa, belleza y entretenimiento - , una via directa al consimismo. Ambos en busca de lo mismo, la minipulacion del pueblo que los lleva a la gallina de los huevos de oro: el dinero de las masas. No es causalidad que la gente no quiera pensar. La Iglesia se encargo por siglos de esto, evitando la lectura de cualquier cosa que no fuese su religion. Desde Aristoteles, Ovidio, Pitagoras, Platon, Socrates, Antistenes, Heraclito, hasta Voltaire, Huxley, Hesse, Sade, Maquiavelo, Rousseau, Nietzsche, Dumas, entre otros, fueron censurados. "
― , Cóatl: el misterio de la serpiente
2 " It took Pueblo a few seconds to take in his surroundings. The first thing he realised was that he felt bruised all over; the second was that his clothes were waterlogged, even more than before, from the quicksand; and the third, was that he had landed on his front and was lying on a large, uncomfortable stone.No, wait… In his disoriented state, he shifted his weight. The stone didn't move. He was lying on his own fucking erection. "
― Dianna Hardy , The Sands Of Time (The Witching Pen series, #2)
3 " LA VIDA NO ES LA QUE VIVIMOS.LA VIDA ES EL HONOR Y EL RECUERDO.POR ESO MAS VALE MORIRCON EL PUEBLO VIVO,Y NO VIVIRCON EL PUEBLO MUERTO.Life is not as it seems, Life is pride and personal history.Thus it is better that one die and that the people should live,rahter than one live and the people should die.~Lopitos "
― Oscar Zeta Acosta , The Revolt of the Cockroach People
4 " 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. "