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California's governor has asked the attorney general to investigate why the state's gas prices are so high.Why ask the attorney general? The answer is very well known, and has been for a long time.The only reason for this asking would be to deflect criticism, and make it look like the governor is actually doing something, or trying to do something, on behalf of the people who get hit worst: lower income workers who have to travel for their jobs, and people who have to live far away from their jobs because of housing unavailability.Both of these groups take gas prices directly in the wallet.In your opinion why are gas prices so high in California?It’s not an opinion, it’s established fact.Start with California having the highest gas tax in the nation.Nominally, this exists to fund road related infrastructure projects, and mitigate costs of things like bridge tolls.Instead, the fund is consistently “borrowed from”, starting with Governor Jerry Brown, and not paid back in kind, being treated as a slush fund by the state of California. One of the things they’ve spent this money on is the “high speed rail to nowhere”, which California voters rejected not just once, but three times. The project went ahead anyway.Bridge tolls have similarly gone up, nominally to fund these projects, with the promise that the tolls would be reduced once the projects were completed, but the tolls have not come back down.The tax has just been raised another 18 cents; preparatory to raiding it yet again for a transportation workers jobs project funding for more work on the “high speed rail to nowhere”.Oxygenated fuel, AKA “boutique gas”.The University of Colorado at Boulder did a study in the early 1990’s that demonstrated oxygenated fuels has no effect on emissions of cars equipped with oxygen sensors. That’s any car manufactured after 1981, by federal law.It in fact increased overall emissions, as a result of causing the consumption of larger amounts of fuel to achieve the same results. Subsequent studies confirmed this:White House Office of Science and Technology Policy, "Air Quality Effects of the Winter Oxyfuel Program," July 2, 1997 (PDF file, 798 KB).Systems Applications International, "Regression Modeling of Oxyfuel Effects on Ambient CO Concentrations," January 8, 1997 (PDF file, 102 KB).As a result of California’s reformulation requirements, it is possible to export refined fuel from California to other states, but the converse is not true. You cannot import, for example, gasoline refined in the Chevron refineries in Salt Lake City, Utah, to California, because Utah does not reformulate their gasoline to the strict California requirements.The California reformulation requirements change frequently; at one point in time, they required adding the dangerous additive MTBE to fuel, resulting in an environmental cleanup problem.Part of the California costs for gasoline is the amortized cost of cleaning up the MTBE problem.This ensures California refiners a virtual monopoly on the California gasoline market, and they use this monopoly to set prices at the highest profit saddle point they can, in order to reap the most windfall profits they possible can.Supply manipulation happens.In the 1970’s, during the “energy crisis”, we were concerned with price collusion between gas station chains, setting the price in order to engage in profit taking.We even passed taxes on the gas stations, citing “windfall profits”.We ignored the refineries, which can just as effectively control the pump prices — without that level of collusion, since Chevron is the only major refiner in California — and which are not taxed at a higher rate for restricting overall supply.Refinery downtimes and maintenance periods are scheduled to occur around holidays and other high usage periods, so as to drive up the prices during periods when there is the most demand.Like Uber surge pricing, this increases the profits of the refineries, while providing no additional service or value to the consumer.The refineries have a large say in the reformulation which takes place, and can therefore dictate whatever is necessary in order to exclude imports from other states.Remember: reformulation has not been environmentally necessary, for all cars manufactured after 1981, when oxygen sensors became mandatory on all new vehicles. It’s only older cars which benefit, and they could benefit equally from additive reformulation, since they are required to use additives to deal with unleaded gasoline in any event.Trust me: Newsom is not interested in finding this out, because he’s already well aware of all of it.The investigation is nothing more than political grandstanding.

OPERATION “HOKEHAMTON” Georgia Islands (1984/1985)During the latter part of 1984 and the first weeks of 1985, the Directorate of Marine Services of the British Ministry of Defense undertook the largest shipwreck removal operation in the South Georgia Islands.Refloating Operation of the Argentine Submarine ARA "SANTA FE"During the latter part of 1984 and the first weeks of 1985, the Directorate of Marine Services of the British Ministry of Defense undertook the largest shipwreck removal operation in the South Georgia Islands.This unique Operation due to its remoteness and lack of support bases, was mounted to remove the Argentine Submarine "SANTA FE" (Former USS CATFISH), sunk in the only truly sheltered anchorage on the Island.The SANTA FE was sunk in 21 m .deep, still containing a load of munitions of war and seriously obstructing the free international use of the anchorage.Operation "HOKEHAMPTON" was directed by the Chief of Rescue of the Navy and supported by the personnel embarked on the Salvage Vessel RMAS GOOSANDER and the commercial tugboat SALVAGEMAN, owned by the United Towing Co. of Hull.It was known that the submarine was totally flooded and had all the watertight ports of the transverse bulkheads open.There was no information on the condition of the external tanks, but I knew that the stern was partly buried in a bed of mud.To set up this operation in such a remote location, careful planning and having the equipment required to solve all the expected problems and unforeseen problems was largely required.Obviously, it would be necessary to excavate the mud bed to gain access under the side of the external tanks, but with little or no tidal current to carry the mud out, a traditional air compressor would not be practical.GENFLO SUBSEA Ltd, offered a power eductor pump, which not only gave good digging performance, but was also capable of discharging debris through a 500 m submerged pipe.to a point outside KING EDWARD Cove, where it did not interfere with normal navigation.This equipment was leased.As it was clear that a considerable amount of underwater cutting operations would be required using a large amount of oxygen, this meant that large and heavy storage cylinders were required for their provision.The transportable concentrated oxygen, originally purchased from RIMERALCO for an earlier planned recovery operation in the South Atlantic, was reconditioned by the manufacturer and formed a vital part of the prepared equipment.The water around South Georgia is very cold, therefore a special thick, bespoke neoprene drysuit was tailored for each diver to reduce the effects of the low seawater temperature.After nearly five weeks of travel from GREAT BRITAIN, the expedition arrived at KING EDWARD's Cove at dawn on November 4, 1984, finding several inches of snow on land and half a cove with a thin layer of snow-covered ice.The first four days were spent unloading the equipment at the GRYTVIKEN dock, the laying of an anchor field around the Submarine by GOOSANDER and the recovery, by the SALVAGEMAN, of an abandoned barge, to be used as a work platform.SALVATION BEGINS.On November 9, the GOOSANDER secured the moorings on the submarines and was thus placed, so that it was possible to move throughout the total of 94 m.length of the submarine, without adjusting the position of the anchors.It remained in that mooring position for 94 days, being supplied with food, equipment, fuel and fresh water by SALVAGEMAN.The preliminary inspection dive, using an underwater television camera, showed that the submarine was at approximately 25 gdos.Heel to starboard, buried about 5 m.in the mud aft and with only the turret hatch open.It was also confirmed that the submarine had connections to drain the hull compartments with high and low pressure air.Subsequent work proved that six of the eight discharge pipes were operable, of which fortunately some were not located in compartments with access hatches through the rugged hull.At the appropriate time, these hatches were tightly fitted, fitting taps, control valves, and a flexible discharge pipe.To avoid the control problems associated with air-only refloating of a totally submerged vessel, it was decided to regain as much buoyancy as possible in the interior of the resistant hull and in the external tanks, progressively decreasing the weight with pressurized air, until that the submerged weight be reduced from almost 1800 tons to a value between 100 and 200 tons approximately.The final weight would then be lifted by two 100-ton GOOSANDER rigs, breaking most of the mud suction and the bow would be re-floated with its own buoyancy.Work was started on the forward port side, in the fuel tank. N ° 1.As the excavation approached the keel, it found a manhole cover that was reasonably easy to remove.No fuel was found in this tank and when it was prepared to introduce air into it, this fuel tank was found to have no longitudinal bulkhead, being attached around the hull.This allowed it to be blown from either side, or both sides, but needed to be vented from both sides to be able to flood.The lack of longitudinal subdivision also reduced the tank's effectiveness in lateral stability control.Subsequently the other three fuel tanks were found in similar construction condition.Diesel Oil was found in the two rear fuel tanks.The buoyancy of these tanks was important, so some method had to be imagined to recover the fuel, without polluting the waters.The circumference shape of the tanks was used to effect the recovery of the fuel, by means of convenient air pressure from the lower part of the starboard side of the tank by placing a 38 mm flange.Discharge on the upper port side of the tank.A hole was made in the inside of the flange to allow the fuel to escape and a hose was adapted in the upper part, to transfer the fuel to the 3-ton capacity reception tank of the barge, moored to the side of the GOOSANDER.The plugged tank manhole cover was then removed, allowing water to enter and pressurize the tank to ambient sea pressure.By carefully blowing from the starboard side of the tank to a maximum of 4 square inches of pressure, above ambient sea pressure, the fuel was displaced from the starboard side, around the rugged hull, above the level of the water inlet hole. and through the recovery hose, to the receiving tank on the barge.From this tank it was pumped into the SALVAGEMAN, to be passed through its purifiers and stored for future use.When air began to come out of the recovery hose, indicating that all the fuel had been displaced from the starboard side, the blowing stopped and the air allowed the tank to vent.This caused seawater to enter the tank, pulling the remaining fuel on the port side up and through the hose to the surface.The difference between the specific gravity of the fuel and the seawater, combined with a less siphoning effect, ensured the complete removal of the fuel from the tanks.A similar operation was executed on both next tanks, resulting in the recovery of almost 90 tons of fuel and a similar volume of buoyancy.Some difficulty was experienced in the insertion of pressurized air in the external tanks, due to the lack of documentation and the considerable variations in the thickness of the tank plate, being the ends of 9.5 mm, in the main tanks of ballast and 22 mm in the safety and auxiliary tanks.Similar problems were found in cutting openings for tank flooding without valves or manhole covers.The underwater cutting was carried out using a powerful electric arc, as in welding, with oxygen supplied through an electrode with a cutting effect similar to casting.The arc of current required to achieve the underwater cut varies with the thickness of the steel, with a maximum of 640 amres and 200 square inches of oxygen pressure being used for the thickness of the make in this operation.A large number of projectile holes had to be repaired in the plates of the ballast tanks and in the vent and blow pipes.This was accomplished using a variety of techniques, including underwater welding, small patching, attaching headstocks, direct welding of cracks, hook-tight patches, patch fitting with explosive riveting equipment.The renovation of a bad perforated pipe and canceling the rest of the openings that were left.The use of compressed air to vent the hull of the submarine is restricted by the feasibility that all hatches, valves and gaskets are designed to withstand external pressure.A very careful application of internal pressure is necessary to avoid breaking the seal, which once established, will normally be maintained, but if a leak occurs, it is extremely difficult to contain.ENTERING THE HELMETIt was necessary to enter the submarine to close as many watertight ports as could be accomplished, to reduce the effect of longitudinal free surfaces and to divide the hull pressure within manageable blowing values.The first few entries were made with some fear and required a great deal of courage on the part of the divers.With the progress of the work, a routine was developed, thus the working distance from the access point was extended until the divers were working at 18 m.from the access hatch, having traversed the length of both engine rooms, passing through an intermediate watertight porthole on the way, with zero visibility.During these entries, the divers took with them a handheld underwater television camera, with lighting lamps, the brightness of which was controlled from the position of the supervisor's dive monitor.The resolution of the camera was 6 times greater than the human eye, so the dive supervisor and the rescue officer on the surface could often see enough to guide and inform the diver on their tasks.This increased the morale of the divers and relieved the supervisor of many concerns, since he could maintain visual contact with the task that the diver was developing, as well as verbal communication.During the tests carried out on the outer tank, it had been agreed that apparently some tanks were common, and could probably be blown by means of high pressure air lines, through control valves that were open, in the air control panel of the tank. high pressure.A diver inside the control room, was dedicated in an intensive way to locate the high pressure air control panel and close the valves.This solved the ballast tank problems.When the blowing test of the rugged hull was started, it was discovered that there were two more problems.These were, air leakage from the resistant hull inside certain fuel tanks and an action of deterioration of the tightness, due to a leak in the lip of the main induction valves.Despite the valiant efforts of the divers to locate and close the valves of the fuel and water compensation lines, the loss of air from the hull to the tanks was never properly canceled and had to be taken into account when the survey began. blowing program.It turned out to be quite a task trying to stall the induction valve leak, with no guarantee of success, this having been decided rather than locating and stalling the three or four inlet valves in the hull.This particular vessel was found to have two 635mm and one 400mm check valves.In diameter which were located in the engine room.Some difficulties were experienced in finding these controls, as only a vague idea of ​​their shapes was had.Once found, he encountered the additional difficulty of learning their operation.Eventually, by having the outer valve with the covers removed, a diver could observe the opening and closing movement and verify its operation, proceeding to close the three valves.However, this did not mean that the way the valves locked in the closed position had been discovered, therefore, jaws with extension screws were constructed to hold them and the valves were then secured against the lip of the inlet pipe.To complete the sealing 1680 pounds of concrete were mixed by hand by the divers and poured into each of the valve distribution boxes, ensuring their effectiveness.Heavy plates of steel with secured discharge hoses and valves were placed over the open hatch in front of the torpedo room and after the engine room to replace the broken discharge pipes in those compartments.A heavy 18mm cable sling was passed under the hull with the shackle eyes together on top of the deck to close aft, in front of the depth planes.Ten inflatable parachutes were attached to this strap, each with a lifting capacity of 5 tons, five with a 6 m cable.in length and five with 3 meter long cables.These parachutes were inflated as they were placed, to prevent them from tangling later.The 50 tons of capacity that were applied to the lower part of the stern of the submarine, would help to break the initial suction of the mud and then be progressively reduced, taking care of the parachutes break the surface and the submarine floats by its own means.In this way it was tried to mitigate the acceleration effect after it took off from the bottom and then to reduce the blowing air from the outer tanks on the surface and allow more time to reduce the pressure in the internal compartment on the watertight hatch.The GOOSANDER, moved aft, along the submarine, stringing the 31 hoses to the tanks and hull spaces and the divers secured the openings on the deck.Meanwhile the SALVAGEMAN was laying moorings at the chosen beach and some of the GOOSANDER men were settling on the shore with clamps for the bow moorings of the submarine.With its stem over the stern of the SANTA FE, the GOOSANDER and the divers passed the 210mm cable.For the subsequent hoisting around the hull, on the axis of the propellers and placed the 100-ton tackle.The carefully planned blowing began at 10:50 a.m. on February 8, 1985, and the submarine was on the surface at 11:17 a.m. on February 11.After checking and consolidating the buoyancy, the movement towards the beach was started.At 15:15 the submarine was stranded with a heavy list to starboard and having lost some buoyancy along the way.Eight days of work were required to secure the vessel and prepare it for towing.On February 20 after careful conditioning he was towed out of King's Cove.EDWARD to be sunk in deep water.The operation lasted 120 days, during which 868 separate dives were made, including 42 entries in the resistant case.There were no accidents, diving incidents or decompression sickness, speed was sacrificed for safety throughout the entire operation.This operation could not have been carried out without the cooperation of the Commander of the British Falklands Forces, the Commander-in-Chief of the Fleet and the Royal Auxiliary Fleet, which together made logistical support possible, maintaining the appropriate units in the area. .SOURCE: JANE´S DEFENCE WEEKLY - VOLUME 4 - N ° 12 - SEPTEMBER 21, 1985.Original Article: SALVING THE SANTA FE - By MD WALKER

You decide that you wish to dedicate your life to becoming a professional killer and hunter of dangerous men. That's how you start to become like a United States Navy SEAL.I really hate questions like this, which I have received many times about how a person can absorb the military mentality, while never taking part in the military experience. They assume this mindset is just a collection of habits that are all about winning, efficiency, or kicking in doors, or general badassness. It's naive because it always ignores the obvious point. These habits aren't something the military or the individual warriors ever had to work to gain. They come with willingness to make the only required step involved in the transition; you must decide to become a killer. Everything people who ask these question want: the dedication, the perseverance, the badassness, that is all an after effect of the mentality of one who has accepted the need to kill bad people, protect your friends, and come home safe. You can't just take the good parts.I'm not saying being a killer in this regard is a bad thing. Becoming a professionally trained gunmen in service of your country, I think, is a honorable and necessary profession for the continuation of liberty and prosperity of free nations. Becoming one is a sacrifice that is deserving of respect, and admiration even, but you can't just buy the CliffsNotes version to think and act like one. There are no shortcuts to being like a warrior. You can't read a book that will make you like a warrior. You can't meditate yourself into being a soldier. There is no workout that makes you like a Marine. There are no training seminars that will train you to think with the precision and focus of an Air Force fighter pilot. You can't go to the gym and do boot camp exercises to get ripped. There are no weekend "boot camps" that will give you a lasting "military mentality". The warrior lifestyle and only this act of living as a warrior does that; suffering, sweating, waking up every day before the sun and living in deserts where people might kill you... waiting for the opportunity to kill them first; these underlying and unseen conditions cause the outward traits that others see as the "military mindset" or the "warrior mentality".Is that what you want for the perfect body? You would do all that to get a better review on your next quarterly eval? You think you can get by with just the condensed version? You can't get the core values of the Marine Corps without being a Marine. You can't become a SEAL without making it through their selection process. It is a whole body, whole mind, whole spirit transformation toward the goal of being ready and able to kill people as real warriors do. You join the military or you don't. You become a warrior or you don't. You become a SEAL or you don't.I mean, let's get gut check realistic, here. Only about 20% of people in the world could even make it through Marine Corps boot camp. Less than eighty thousand a year even try. That isn't a place you go to learn cool warrior stuff or a new way of thinking. This will happen, but not because someone gave them a class on it. It is a place where you are completely isolated from the everything that isn't the Marine Corps. You won't see friends, family, the internet, TV, phones, or even anything other than other Marines for three solid months. The Corps saturates every piece of your being during that time, to the point that when you finally go home, you wake up and your wives or girlfriends are shocked to see you instinctively standing at attention when the lights go on. I've enumerated the extreme environment before in What is the logic behind making military bootcamps intensive? It's worth exploring to understand how very much you can't just mine the methods for quality behavior modifications.Even this, however, is nothing compared to SEAL training. I'm going to be honest, without all the safety supervisors around you during that training, all but maybe 1% of humans who took part in that training would die from the experience in the first few weeks. For the information of all those curious, these SEAL candidates are swimming across a pool with their feet and hands bound, while others are bobbing for several minutes just to deal with the reduced oxygen. By the way, the bindings are semi-voluntary. You must maintain the Velcroed cuffs while swimming through your own willpower. If you break them - you fail the exercise. Imagine that, you must forcibly make yourself swim across an Olympic sized pool, forcing yourself to swim like a worm. Fail twice, you're done. Back to the fleet for you.Is that intimidating to you? It scares the crap out of me, an Iraq veteran and Marine - a warrior class whose name is synonymous with water. What is the most important thing to understand about that exercise? This isn't even real SEAL training. This is called INDOC where candidates basically just need to survive the tests to a satisfactory degree. If they can manage that, they are allowed to begin SEAL training at BUD/S. Early in BUD/S, they enter Hell Week, the official name of one of the world's most terrifying training scenarios. This excerpt from Marcus Latrell's book Lone Survivor describes the beginning of Hell Week in BUD/S.I can't remember the precise time, but it was after 2030 and before 2100. Suddenly there was a loud shout, and someone literally kicked open the side door. Bam! And a guy carrying a machine gun, followed by two others, came charging in, firing from the hip. The lights went off, and then all three gunmen opened fire, spraying the room with bullets (blanks, I hoped).There were piercing blasts from whistles, and the other door was kicked open and three more men came crashing into the room. The only thing we knew for sure right now was when the whistles blew, we hit the floor and took up a defensive position, prostrate, legs crossed, ears covered with the palms of the hands.Hit the deck! Heads down! Incoming!Then a new voice, loud and stentorian. It was pitch dark save for the nonstop flashes of the machine guns, but the voice sounded a lot like Instructor Mruk's to me—"Welcome to hell, gentlemen."For the next couple of minutes there was nothing but gunfire, deafening gunfire. They were certainly blanks, otherwise half of us would have been dead, but believe me, they sounded just like the real thing, SEAL instructors firing our M43s. The shouting was drowned by the whistles, and everything was drowned by the gunfire.By now the air in the room was awful, hanging with the smell of cordite, lit only by the muzzle flashes. I kept my head well down on the floor as the gunmen moved among us, taking care not to let hot spent cartridges land on our skin.There was indeed no mercy in Hell Week. Everything we'd heard was true. You think you're tough, kid? Then you go right ahead and prove it to us.The rest of this section is gripping and one of the best summaries of SEAL training I have ever read. To leave you with a last glimpse of what Hell Week consists of, I'll leave you with the official first paragraph on it from the US Navy SEALs official website.Hell Week is the defining event of BUD/S training. It is held early on – in the 3rd week of First Phase – before the Navy makes an expensive investment in SEAL operational training. Hell Week consists of 5 1/2 days of cold, wet, brutally difficult operational training on fewer than four hours of sleep. Hell Week tests physical endurance, mental toughness, pain and cold tolerance, teamwork, attitude, and your ability to perform work under high physical and mental stress, and sleep deprivation. Above all, it tests determination and desire. On average, only 25% of SEAL candidates make it through Hell Week, the toughest training in the U.S. Military. It is often the greatest achievement of their lives, and with it comes the realization that they can do 20X more than they ever thought possible. It is a defining moment that they reach back to when in combat. They know that they will never, ever quit, or let a teammate down.Hell Week | Navy SEALsNow, as the reader, evaluate if you are at all willing to undergo this level of voluntary suffering to become a more productive human. I want people to take away from this that there is absolutely nothing you can do to emulate this. Nothing. It doesn't leverage to just take the exercises of the military, absent the reasoning behind it. Rote actions without the mentality guiding them won't help you to get out of bed faster, to do your homework on time, work out more, or succeed at work and life. Those who have made the transition do have these traits, but they are after effects of a lifestyle, not something they had to work to develop. They just happen when you decide to be a warrior. They happen when you decide you want to be a professional killer. Anything less is meaningless.So what can you do?I wanted this answer to serve the purpose that people who want to somehow absorb the warrior spirit without becoming warriors themselves are doomed to failure. Worse they are doomed to a false confidence borne from naive belief that they can take only part of the training, absent the whole person transformation needed to fully realize it. Anyone who wants to better themselves, therefore, should not do so by copying self-help guides and go to work out sessions called "boot camps". They won't make you a warrior.Becoming an elite warrior, however, isn't necessary to gain success by learning from the military. Creating elite warriors is something the US military does exceptionally well, but as I have said at length, isn't something the common person can just absorb, however, that isn't the only thing the military does extraordinarily well. Do you know what is the single most important part of warfare, something overlooked by everyone who hasn't been there? Getting the right troops with the right gear to the fight. No other organization in the world has mastered the science of movement of goods and people, like the US military.Take, for example, the destruction of Saddam Hussein's regime. In one night virtually all major military assets, government leadership buildings and key strategic locations were either destroyed or under US and Coalition control at virtually no loss of life to civilians or Coalition forces. It took way more than just the SEALs to do that. That campaign involved a global coordination of military assets of the greatest technology, the most elite warriors, and units stationed from around the world to occupy and secure the nation. Bombers were flown from Missouri, Special Forces were directed from California, the Marines were called in from Japan, while Army soldiers were brought in from Germany as the Air Force guided planes and missiles from Italy and beyond. This doesn't even include the efforts of coordinating with the UK, and other allied forces. In less than a month Saddam Hussein's regime was completely annihilated and before year's end, his Generals and the family's leadership would be dead followed by the dictator himself being found filthy and unshaven in a desert hovel, to be tried for his crimes against his own people. Never before, has such a military operation been achieved so quickly, so completely, and with such a minimal loss of allied troops and civilians.The US military has invested countless hours and the majority of its funds ensuring that their international logistical network is ready to perform complex operations in uncertain environments while experiencing extreme stress and at the risk of countless millions of dollars and untold thousands of lives, as well as to ensure that it is perpetually capable to do just that. Their academies have pushed the academic study of military strategy and tactics to dimensions completely unimaginable by masters of the art like Napoleon or Clausewitz. This science and art, has applications far beyond the battlefield. There is very little fundamentally different about shipping ten-thousand pounds of food to troops in the field than shipping tons of steel to factories in Pittsburgh or Brazil. Wisdom from one can be used to augment the other.The way militaries organize themselves is also extremely efficient if your goal is mission success while facing constantly changing landscapes. Military structures create strong, yet flexible organizations through small-unit leadership. They are able to adapt to both industry-wide disruptions and competitor behavior through a common mission and culture. Focus on small group leadership, such as exemplified by the Marine Corps rifle platoon, has made billion dollar companies able to scale their operations by more aptly putting the right people in the right places within the company to maximize productivity.Why is this useful? These techniques are things that can be copied. I've shown this in answers like Jon Davis's answer to What can businesses learn from the military? that some elements of military leadership is useful, but more complex than general badassery. In that example, the topic was training and can mean things as boring and non-cool as annual re-certification schedules - like the military does. While I would love to dive into all this now, it is simply outside the scope of this answer. In the coming months, I hope to share more thoughts on how businesses and individuals can implement military organizational theory to better their lives and productivity. If you would like to follow that discussion, please follow my blog War Elephant here on Quora. As for now, though, know that trying to pretend to be warrior won't help you reach your goals. Looking in that direction will only let you down, exploring the rest of how the military wins wars... that will take you places.Thanks for reading!For more answers like this check out On War by Jon Davis and follow my blog War Elephant for more new content. Everything I write is completely independent research and is supported by fan and follower pledges. Please consider showing your support directly by checking out my Patreon support page here: Jon Davis on Patreon: Help support in writing Military Novels, Articles, and Essays.