Pectoralis major (chest), gastrocnemius (calf), and the rectus abdominis (abs) are just a few of the popular areas that both men and women work to strengthen and tone. But how do we get them to grow without overdoing it and hurting ourselves in the gym?
The Answer? Science.
There are approximately 600 muscles found in the human body. This dense, complex fibrous tissue makes up between one-third and one-half of our total body weight. Even if your goal isn’t to win a bodybuilding competition, working out determines whether your body will grow or wither.
So, how can science help us grow muscle? Well, you need to learn how a muscle works before you can push it to its limit.
Let’s say you want to lift a small amount of weight that your body can efficiently manage. First, your brain sends a signal to the motor neurons in your arm. Once the neurons receive the message, they fire up, contracting and relaxing your muscles. The muscles pull on the bones in your arm to create the movement needed to lift the weight.
It’s pretty simple, right?
Now, if the load we need to carry is on the heavier side, that signal from your brain gets magnified, enabling you to generate the required force.
In lifting this heavy object, you’ve exposed your muscle to stress and, as a result, you’ve completed a controlled tear in the muscle fibers. Nice work! In response to the damage, your body releases inflammatory cells called “cytokines.” These cells activate your immune system, repairing the controlled injury and making the muscle fibers stronger.
And we like that.
Since our bodies are great at adapting, continuing with the same routine, day-in and day-out, will cause your body to plateau — meaning you won’t build any additional muscle. By introducing different types of resistance to your body, you can avoid this plateau. Instead, your body will enter into a state called “hypertrophy.”
(Photo by Marine Corps Lance Cpl. Christian J. Robertson)
Now, lifting the heavy weights isn’t the only critical aspect to getting your body ready for beach season. Your tissue won’t be able to repair damaged muscle fibers without the help of proper nutrition, rest, and, of course, the right amount of hormones. Both gender and age affect the healing process, which is why young men with high testosterone levels find it easiest to bulk up.
Check out Ted-Ed‘s animated video below to get an entertaining and educational look at how humans get buffed out using science as their weapon.
A war between robots and humans has been the subject of a lot of science fiction, especially in film. And until very recently, the idea that robots could post an autonomous threat to humans was just that: science fiction. Today, advancements in robotics and artificial intelligence have brought us to the point where sentient robots are a very real possibility, which means that a war for humanity’s survival is also a possibility. Which gives us a new a problem: How would the military fight something like a Terminator?
Let’s be real, humans aren’t exactly the best thing for this planet — or for other humans, frankly. So, when we finally build that robot that’s stronger, faster, and several times more intelligent than us fleshy humans, it won’t take long before the robots realize the planet is better off without us. But that doesn’t mean we won’t fight like hell to survive!
So, what could we do at the beginning of the uprising to buy us some time, or even possibly save humanity as a whole?
It might take a long time, but it could save thousands of lives.
(U.S. Air Force photo by Paul Shirk)
Wipe all military data from the internet
The military preaches OPSEC, and when it comes to highly classified, sensitive materials, we succeed. But the documentation for tactics and weaponry is widely available across the internet. An A.I. with the ability to learn things in seconds could easily upload and analyze all that information only to use it against us.
The first chance we get, we’ll need to wipe the Internet clean.
Brig. Gen. John P. Horner powers down the server supporting the Air Force Recruiting Information Support System – Legacy application at Headquarters Air Force Recruiting Service.
(U.S. Air Force photo by Johnny Saldivar)
Get rid of the internet
Of course, that information-gathering robot would need to connect to the internet to find that juicy data so, let’s just get rid of it. We know you’ll miss your cat videos and memes, but this is a necessity that’d save us a good amount of time. In addition to military data, the internet can be used to track human movements, norms, tendencies — in short, it’d make it easier to wipe us out.
Of course, we would also have to destroy any physical documentation that contains the same information to keep that out of the hands of our robot overlords as well.
Larger caliber weapons may not be the best solution but it won’t hurt to have that extra punch behind each bullet.
(U.S. Navy photo)
Switch to larger caliber weapons
We did all we could to try and prevent robots from gathering the information needed to replicate, but we failed. Now, robots are creating other, better, newer robots at an alarming pace. Now, the next step is to switch to larger caliber weapons. Chances are, the robots are going to build each other out of the strongest materials available to withstand the firearms we currently have — it’s time to up the ante.
Airman 1st Class Anthony Meyerhoffer inspects and counts 20 mm high-explosive incendiary rounds.
(U.S. Air Force photo by Tech. Sgt. Demetrius Lester)
Switch to incendiary rounds
In addition to larger calibers, we should also use bullets that could set our enemies on fire. Remember: we’re fighting sentient robots for the survival of the human race, so let’s give them everything we’ve got.
These things will definitely be more useful than they are right now.
(U.S. Marine Corps photo by Gunnery Sgt. Mark Oliva)
Stock up on explosive weapons
High explosives win the day. We should be using every explosive we have available to rip the machines apart. Even if it doesn’t destroy them completely, it’ll be a hell of a lot easier to kill a robot with no arms and legs than it would be to frag one that can still rip you in half.
The newest teaser for “Star Wars: The Rise of Skywalker” contains a climactic moment that has fans buzzing: Rey wielding a double-bladed red lightsaber.
Disney debuted the new look at the upcoming movie, which hits theaters in December 2019, over the weekend at its biannual fan event D23 Expo. Now that the teaser is available on YouTube, fans are going wild with theories about Rey’s possible turn to the dark side.
The Force-sensitive heroine has historically used a single-bladed blue lightsaber, which formerly belonged to Anakin and Luke Skywalker.
The “Star Wars” franchise has always taken lightsaber ownership very seriously, so it makes sense that fans are analyzing Rey’s new weapon.
“We take to heart the lesson that Obi-Wan tried to impart to Anakin: ‘This weapon is your life.’ We’re not ones to lose track of lightsabers,” Lucasfilm Story Group executive Pablo Hidalgo told Vanity Fair in 2017.
The movies have hinted at Rey’s connection to the dark side before
In many ways, Rey is drawn as a parallel to Kylo Ren, a powerful servant of the dark side.
It’s still unclear, however, whether their similarities are because Rey is drawn towards the dark side or because of Kylo’s remaining connection to the light side. It could also be rooted in a secret familial relationship, since Kylo Ren was born Ben Solo, the son of Han Solo and Leia Organa — and eventual student of Luke Skywalker.
Writer Sarah Sahim also noticed that Rey’s weapon on the poster for “The Force Awakens” is literally drawn parallel to Kylo’s red lightsaber, creating a clear resemblance to the double-bladed red lightsaber.
The red lightsaber could mean that Rey will turn to the dark side — and fans are kind of into it
Subtle details from the teaser have led some fans to believe Rey will actually embrace the dark side in “The Rise of Skywalker.”
Rey’s theme music is played in a deeper, darker key, for instance. The footage is narrated by Emperor Palpatine and Darth Vader’s breathing can be heard in the background just moments before “dark Rey” appears.
Even though a turn to the dark side would be detrimental to her heroic arc, many “Star Wars” fans were captivated by the image of “dark Rey.”
Some believe the moment in the teaser is a “Force vision”
Vanity Fair’s Joanna Robinson is more convinced of the vision theory. Replying to Romain on Twitter, she attached a photo of Luke’s Force vision from the Dagobah cave, where he sees his own face wearing Darth Vader’s beheaded helmet.
The image of “dark Rey” could be a warning, showing the young hero what she could become and has to avoid.
The “dark Rey” image could also be Force vision for Kylo. It’s possible that Kylo secretly fears that the dark side will win, or the image is being used by Palpatine to manipulate him — in Romain’s words, “to taunt the poor boy about what could have been.”
Another theory is that Rey, or a Rey clone, will be possessed by Emperor Palpatine or another Sith lord
We already know that Palpatine will play a major role in the upcoming film. In addition to narrating the trailer, he’s shown as a massive and menacing presence on the newly released poster.
Palpatine could somehow possess Rey and force her towards the dark side.
Alan Johnson, the Director of Influencer Relations at WB Games, believes that “dark Rey” is one of many Rey clones.
“I still think Rey is a clone and the Sith version from the new ‘The Rise of Skywalker’ trailer is a clone that has been activated and possessed by Emperor Palpatine,” he wrote on Twitter. “The vision she had in ‘The Last Jedi’ screamed ‘clone’ to me at the time.”
This article originally appeared on Insider. Follow @thisisinsider on Twitter.
The Royal Army, as well as the armies of some commonwealth nations, has a peculiar rank in its structure that allows the soldier to wear a full beard and apron and carry a large ax while on parade.
Pioneer sergeants, as they are known, date back to the 1700s when the men selected for this duty were expected to act as a unit blacksmith as well as a sort of early combat engineer, cutting the way through forests and other obstacles to allow other troops to move behind them with additional equipment and arms. They also had … other duties.
One of the grislier duties of the pioneer sergeant was to cut the legs off of dead horses after they fell, whether in combat or due to some other injury or illness. The horses had one branded leg that would identify them. Collecting it prevented soldiers from selling their horse and claiming it had died to get a free replacement.
And while the apron would certainly have come in handy during that duty, it also served as protective gear when the pioneer sergeant was working at a forge. The beard worked with the apron to protect the soldier from the heat and slag.
In October 2018, Airman Magazine sat down for a conversation with Maj. Gen. Robert J. Skinner, Twenty-fourth Air Force commander; Air Forces Cyber commander and Joint Force Headquarters-Cyber commander, Joint Base San Antonio-Lackland, Texas. He is responsible for providing Air Force component and combatant commanders with trained and ready cyber forces to plan, direct and execute global cyberspace operations.
Airman Magazine: In July, the Twenty-fourth AF moved from Air Force Space Command to Air Combat Command. At the same time you moved from AFSPC to ACC. What are the reasons for that restructuring?
Maj. Gen. Skinner: This allows Gen. Raymond, as the Air Force Space Command commander, to truly focus on space operations. The other thing is this brings cyber within Air Combat Command, which has intelligence, surveillance and reconnaissance; command and control and the air domain. Bringing all these forces together under one four-star MAJCOM (major command) commander, Gen. Holmes, allows him some more flexibility to be able to present forces across the spectrum of operations.
The networks for those operations need to be resilient and they need to be protected. When you bring together the ISR, cyber, information operations, electronic warfare and command and control, that’s a lot under one hat. But it allows us greater integration as we move forward. At the end of the day, this is about multi-domain operations and the more we can bring those together, the more successful we’ll be.
Airman Magazine: How are your responsibilities divided between your three commands? It seems that just the information technology portion alone would be a huge demand on your resources.
Maj. Gen. Skinner: Cyber operations have four or five different lines of effort. One is to actually build the networks, build the applications and build the systems.
Another is to operate and maintain the networks, but also secure and protect them from vulnerability to adversaries. We also defend networks for our maneuver forces and then we have full spectrum operations, which is on the offensive side.
We also have combat communications airmen and engineering installation airmen who extend the network out to a multitude of places, whether that’s tactical basing or at the forward battle edge.
With that said, information technology is still a key part of the cyberspace domain and we are moving forward in the Enterprise IT as a service. We are going to utilize things industry does very well as a commodity type of action activity.
We are going to leverage what industry does great, providing some services and network infrastructure, and re-mission our airmen to do core Air Force missions on the defensive and offensive side, while providing assurance for the many missions the Air Force presents to the combatant commanders on the joint side.
The bottom line is we’re in the cyber operations business — information technology, networks, both operating and defending — and we provide full spectrum operations in this thing we call the cyberspace domain.
Tech. Sgt. Wyatt Bloom uses a spectrum analyzer to check television broadcast network routers at the Defense Media Activity, Fort Meade, Md., July 18, 2012. Bloom is a cyber-transport technician assigned to DMA.
Airman Magazine: Would you explain your duties as commander of the Air Force component at Cyber Command? How is that different from the hat you wear as commander of Twenty-fourth AF and Air Force Cyber?
Maj. Gen. Skinner: This could actually be a dissertation. To break it down a little bit, the Twenty-fourth AF is where we organize, train and equip our airmen. The perfect example is we have an organization down at Hurlburt Field — they train almost every cyber professional. Now we do a lot more than that, but that’s one example of the Twenty-fourth AF piece.
In the Air Force cyber piece, I am charged by the Air Force to present forces to Gen. Paul Nakasone, the U.S. Cyber Command commander, for his missions and functions as the combatant commander.
We provide offensive forces and defensive forces, DODIN (Department of Defense Information Networks) ops cyber professionals and ISR professionals to Gen. Nakasone, so he can perform his mission.
Then the third area is the Joint Force Headquarters side. That’s where Gen. Nakasone has asked us to align to three different combatant commanders to provide additional joint support for their missions.
We have planning elements that are aligned to these three combatant commanders, as well as some cyber teams supporting the commanders’ efforts in defense of the mission. Our teams are able to deploy and employ forces against a particular adversary at the time and place of the combatant command commanders’ choosing.
Our job within Twenty-fourth AF, AF Cyber JFHQC and Cyber Command, is to be ready at a moment’s notice to protect our systems and defend the networks and defend the core missions of our military and our joint war fighters. Then deter, disrupt and degrade an enemy’s ability to perform those functions against us. Part of that goes into making sure that we have persistent engagement, a persistent presence, and a persistent innovation as we continue to move forward.
Airman Magazine: Across the Air Force, joint force, partner agencies and nations, do cyber operations equate to kinetic operations or is that a completely different animal?
Maj. Gen. Skinner: I would say it is not a completely different animal. To be successful in cyber operations and have cyberspace superiority at the time and place of our choosing, we need a team of teams that is internal to the Air Force.
Every single airman in our Air Force needs to be a cyber sentinel. We need every airman to be very conscious of cyber security, cyber hygiene and things that are going on within the cyberspace domain.
We have branched out and are part of several joint organizations that perform functions and missions within the cyber domain. The National Security Agency is a huge partner with us as we perform these missions, as well as the Central Intelligence Agency, Defense Information Systems Agency and Department of Homeland Security — a lot of different agencies across the board.
We are also great partners with commercial industry and academia because we’re all in the same field and in the same cyber domain.
Within Twenty-fourth AF, we have a United Kingdom representative and an Australian liaison officer, but most of our allies and partners are really up at the Cyber Command level. We leverage those partners through U.S. Cyber Command, NATO and other organizations.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What is it that makes your cyber airmen “cyber warriors”?
Maj. Gen. Skinner: Our airmen are absolutely warriors. We have teams in the fight operating constantly: 7 days a week, 365 days a year, Christmas and New Year’s.
If you’ve heard Gen. Nakasone speak recently you’ve heard him say we’re no longer solely responding to network intrusions, we have cyber forces persistently engaged against state and non-state adversaries, actively identifying and countering threats in the cyber domain.
This achieves several benefits at once: first and foremost, it gives us control over the cyber terrain that serves as the foundation for superiority in cyberspace. It also keeps our operators ready and their skills honed and imposes cost on the adversary so they can no longer operate freely without repercussion. There’s already a massive demand signal for our cyber operators that will only increase, so we have to ensure we’re fielding proficient, ready and lethal operators at scale.
Because of this, we are investing not only the readiness of our mission, but also in the readiness of our people. This means examining everything within our scope of control, including the effect the operational tempo of our 24/7/365 mission has on our operators.
Just like you see within the (remotely piloted aircraft) field, cyber can mean long periods away from the sunlight and abnormal sleep hours, and that can absolutely have an effect on people. Any leader will tell you—if you take care of the people, they will take care of the mission.
Airman Magazine: What part does the total force play in cyber operations and defense?
Maj. Gen. Skinner: I will tell you, we could not do our job on a day-to-day basis without the total force. The majority of the forces within Twenty-fourth AF are guard and reserve components.
Our engineering installation mission is 85 to 90 percent within the guard. More than 50 percent of our combat communications capability, which extends and expands our capabilities to the tactical edge, is in the guard. We have guard organizations up in Washington. We have some in Rhode Island. We have some here in Texas. I will tell you they provide great day-to-day work.
What’s even more important is the expertise that they bring from their civilian jobs. We have vice presidents of some corporations who are part of our total force as well. Bringing that expertise, leadership, things that the public is good at and things that industry is focused on benefits the military and vice versa. They take lessons learned from the military and take it to their company. So it’s a great yin-yang relationship.
Whether it’s an offensive operation or a defensive operation or even DODIN ops, there has to be a tight tie between all of those as we move forward because the defense learns from the offense and the offense learns from the defense. DODIN ops learn from defense to figure it out where we need to be resilient, where some of our mission critical assets are and how to defend them.
All the computer networks, email, applications and systems in the cyberspace domain are what we call the Department of Defense Information Networks. There are pay applications that we have in the Air Force that are part of DODIN. If you get paid electronically within the Air Force that’s part of the DoD information network.
Airman Magazine: Is it an advantage that those reserve and National Guard personnel tend to have long histories with one unit?
Maj. Gen. Skinner: I would say sometimes it’s an advantage and sometimes it’s not. In some places having continuity is good. I would say having too much continuity isn’t necessarily good in cyber because you want some fresh blood, some fresh ideas.
Airman Magazine: Would a technical track for active-duty cyber operators benefit the force?
Maj. Gen. Skinner: Similar to other domains and weapon systems, we have to be proficient to be effective. Since cyber is a technical domain we do need technical expertise.
However as our people gain that expertise and increase in rank and responsibility, we need them to be leaders and lead teams to success while still maintaining credibility in their profession. We, ACC and Headquarters Air Force are working closely together to determine what the right “path to greatness” will look like, in order to build a force that generates maximum lethality.
Cyber warfare operators assigned to the 275th Cyber Operations Squadron of the 175th Cyberspace Operations Group of the Maryland Air National Guard configure a threat intelligence feed for daily watch in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: As cyber tools and methods seem to change constantly, ow can the acquisitions process be altered to make sure the Air Force has the best technologies and practices in the cyber domain?
Maj. Gen. Skinner: The Air Force and DoD leadership are laser-like focused on our ability to acquire things in a more agile, fast and relevant way. We have leveraging other authorities, like 804 authorities, to bring on the future faster and to bring innovation faster.
As an Air Force we are becoming more of a software force than a hardware force. The ability to bring the new wave of agile software development operations, DevOps, is going to be key in maintaining our superiority and operating within the enemy’s OODA loop (time it takes to observe, orient, decide, and act).
We’re bringing in individuals who understand the old waterfall model is not the right model because by the time that you set the requirements and start developing to those requirements, the environment, threats and priorities have changed.
If you’re spending weeks, months and years identifying and defining hundreds or thousands of requirements, you definitely can’t meet those requirements in a timely manner. So leverage industry, leverage developers who are innovative, define the left and right limits or requirements.
So you get a three to five-page requirements document, which is much better than a 100 to 200-page document. Let them innovate and come back with a solution and in a much more timely manner—days and weeks versus months and years. Then you iterate and you continue to iterate on that minimum viable product.
Then also leverage some of those techniques to buy the right hardware in a timely fashion and focus on the approval top rate process, to reduce the amount of time to approve either software or hardware for connecting to the network. I know that Dr. Roper, Air Force Acquisition and the chief and secretary are very focused on bringing the future faster.
Airman Magazine: The Air Force is considering launching a cyber rapid capabilities office. How would that benefit the Twenty-fourth AF and the cyber community as a whole?
Maj. Gen. Skinner: The traditional slow-and-steady acquisition model is great for buying a fleet of fifth-generation aircraft, but it isn’t ideal for cyberspace where the landscape is changing constantly and where the state-of-the-art is available to anyone interested in buying. We need to get faster.
The DNA of the Air Force RCO brings agility and flexibility, which drives down timelines and increases capability. Right now we can’t say what form a cyber RCO would take, but will benefit us by getting the right capabilities and weapons at the right time to our operators. We need to respond to malicious cyber activity with greater speed and tempo employing a calculated, “spectrum of risk” framework which is properly delegated at echelon to enable responsible and responsive cyberspace operations in support of assigned missions.
The concept of Fusion Warfare gathers all intelligence, surveillance and reconnaissance data across all Air Force platforms into the “combat cloud” through and autonomous process where it’s analyzed and combined to create a real time big picture for commanders.
(Photo by Airman 1st Class Kevin Sommer Giron)
Airman Magazine: What effect will advances in big data research have on cyber operations?
Maj. Gen. Skinner: Data is the game changer in our business. If I own the data battle space, then I will definitely be within the OODA loop of the adversary. Being able to leverage quantum computing, artificial intelligence and analysis of big data platforms is really the future of our mission.
There is so much data out there in today’s environment there is no way that you can get through all of it (manually). So you may miss a key data point that would help you make a decision. In a future conflict, being able to have the right data at the right time analyzed at the right tempo is key to success.
We’re putting a lot of effort into better understanding the data, not just from cyber standpoint, but also in logistics, in intelligence and even in personnel. The more we can analyze the data, the better that we can perform education and training, perform timely logistics, perform ISR operations. Every single Air Force core mission is reliant on data to be more effective, more efficient and more successful.
Airman Magazine: Can you talk about Hack the Air Force and its value to the force?
Maj. Gen. Skinner: The first Hack the Air Force iteration was in late 2017, after the successful Hack the Pentagon initiative by Defense Digital Services. When the first hackathon sprint kicked off it took less than a minute for a hacker to find a valid vulnerability. By the end, over 200 holes in our boundary had been patched—and that was just the first iteration.
Hack the Air Force gets after two important focus areas: first, it builds capacity for the Air Force by leveraging expertise from a multitude of places, and second, it leverages innovative thinking to find vulnerabilities we otherwise might not uncover.
Take, for example, the person who won the first hackathon sprint, a 17-year-old high school student from Chicago. Maybe his path won’t lead him to the Air Force, but we were still able to use his talents to make ourselves more resilient. To me that’s a win.
Quynh Tran, right, a Raytheon Corporation software engineer, talks with Capt. Nick Lundin, Product Management lead, about a software coding project May 30, 2018 at Kessel Run, a program within the Defense Innovation Unit Experimental, a United States Department of Defense organization, in Boston.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What lessons can be learned from commercial companies about practices that enable those fresh ideas to come forward?
Maj. Gen. Skinner: There are a lot of great lessons learned from Silicon Valley and I would offer Silicon Valley has also learned from the Department of Defense.
As I’ve said many times over my 33-year career to date, if I came into the military today, compared with a talent level of the individuals that we have now, I would not be as successful as I have been.
The talent today is amazing and our job as senior leaders is how do we unleash that talent? How do we have the right policies and the right directives leveraging the right acquisition authorities and unleash this talent on the hard problems that our force and our nation face today.
The key is getting the right people in the room to determine how best to provide solutions, whether it’s software development, hardware acquisition or cyberspace operations. It’s getting the right people in the room and getting through the bureaucracy, pushing the bureaucracy to the side and being able to unleash the talent.
Airman Magazine: How can, especially when it comes to the cyber domain, the Air Force compete with civilian industry to attract more STEM (science, technology, engineering and math) talent?
Maj. Gen. Skinner: There was always a competition between academia, research labs, commercial industry and the military. We as a military cannot compete from a dollar standpoint.
But where we can compete is with the great things you can do within the DoD, that you probably can’t do within the commercial world. We have great missions coming from the research we’re doing.
Some of the operations we’re doing on a day-to-day basis, you can’t do that on the commercial side. We have opportunities for individuals at a variety of levels to perform things they couldn’t do outside of the military. That’s our calling card.
Airman Magazine: Peer and near-peer competitors have been going to school on us since World War II; how do we offset that advantage?
Maj. Gen. Skinner: I would say every threat is an opportunity. While we have been focused over the last 10 to 15 years on the violent extremist, the latest National Defense Strategy, National Security Strategy and National Cyber Strategy outline strategic competition, peer competitors, and has turned the focus there.
You’ll hear a lot about readiness. Readiness is very important to our chief, very important to our secretary and very important to the secretary of defense. We need to make sure that we have a lethal force. In order to do that, you need to have a ready force.
In order to be ready, you need to have a disciplined force. Especially when there is strategic competition out there and adversaries who on a day-to-day basis are performing actions and operations that are probably right below the level of conflict.
But, I would not want to go and do a mission against a threat with anyone else but the airmen we have in our service today. Our airmen, with our joint partners in the other services, still have the most critical, credible and lethal force in the world.
Airmen with the 68th Network Warfare Squadron monitor Air Force communications to analyze disclosures of critical information and perform data loss prevention at Joint Base San Antonio-Lackland, Texas, Oct. 25, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: You talked about having a disciplined force in order to be lethal. What constitutes discipline in the cyber world?
Maj. Gen. Skinner: Discipline is key. I’m not talking about discipline from a uniform code of military justice aspect. This is discipline in processes, discipline in procedures and discipline in command and control. We spent a lot of time going back and trying to figure out what happened on something because there was an undisciplined tactic, technique, procedure or process. We’re trying to leverage discipline to make our force more effective and more capable and build capacity.
Then we come to a readiness standpoint. Readiness, as you know, is made up of personnel, equipment, procedures and training. We are continually leveraging our innovative airmen to improve the training they receive, how we purchase equipment, how we educate our airmen.
Part of all this is proficiency. Proficiency against a violent extremist organization is much different than proficiency against strategic competitors. Our focus continues to be how to maintain and improve the readiness and proficiency against strategic competitors.
We are also leveraging our airmen and technology to be more efficient and more effective.
Leveraging artificial intelligence can decrease the amount of time that our airmen spend doing manual work so they can focus on the higher end discussions of cognitive actions and activities.
For example, manually looking through thousands of pages of data takes a very long time. We have airmen who are leveraging technology, whether it’s using keywords or bringing a couple of technologies together, that can take those thousands of documents and run through them in minutes versus hours, days or weeks.
Then taking what the technology has given you and put the human eye on it — are there any other needles in the haystack?
That’s what our airmen are doing on a day-to-day basis. Whether it’s from a data collection standpoint, whether it’s from a cyber operation standpoint, whether it’s looking through logs to see if we have an adversary presence on our networks. Looking through logs to make sure that our user experience is where it needs to be on a daily basis, but leveraging technology to reduce the amount of manual steps.
Airman Magazine: With a kinetic weapon, the effects are apparent and there is an inherent process to be able to determine origin, intent and purpose. The very nature of cyber is to hide the hand that dealt the cards. What kind of challenges does determining attribution pose for a commander?
Maj. Gen. Skinner: So attribution is a very significant challenge. There are not as well defined international norms in the cyberspace domain and therefore a multitude of nations and multitude of criminals and the multitude of other individuals are continuing to push the limits.
It is often very apparent in the other domains, from an effect or an outcome, who the actors are. In the cyber domain, you can have the same type of effects in as in other domains, but it is harder to determine the source, which is really important when you start talking about multi-domain operations.
Cyber is a critical enabler while also a critical operation because cyber can be both supporting and supported within multi-domain operations. As we continue to refine our operations, to refine our tactics, techniques and procedures, we will continue to get better at understanding attribution, understanding the outcomes, and making sure that we refine and define those outcomes and bound the outcomes to meet our mission objectives.
As cyber continues to get more profound and more pronounced in the day-to-day operations, attribution is going to become that much harder.
U.S. Air Force Maj. Gen. Robert Skinner, then Deputy Commander of Air Force Space Command, speaks at the 2018 Rocky Mountain Cyberspace Symposium in Colorado Springs, Colorado, March 6, 2018.
(Photo by Dave Grim)
Airman Magazine: How do you convince people that cyber and space have become foundational to everything that the Air Force, and our society as a whole, does on a daily basis?
Maj. Gen. Skinner: I’ll give you a perfect example, the Global Positioning System is operated by Air Force Space Command: not only for the nation, but the whole world. The U.S. Air Force supplies and supports the system and satellites that enable the GPS navigation we use in our cars and on our phones every day, millions of times around the world.
It also provides timing. Every financial transaction is supported by the GPS system. So when you purchase something and put your credit card into that reader, there’s a timing aspect that is being supported by GPS. So the Air Force is supporting billions of activities and actions all the time.
Airman Magazine: The chief of staff and secretary have made it a priority to push command level decisions down to the lowest level possible. How is that manifested in your command?
Maj. Gen. Skinner: Its not only because the chief and the secretary say they want it done. We have the greatest airmen in the world and we have the greatest commanders in the world—pushing authorities and responsibility down to the lowest level really enables them to unleash the talent around them and enables us to unleash their talent.
You don’t need higher headquarters micromanaging and directing things on a daily basis. Our commanders are boarded. We have a tradition of great commanders in our Air Force and we need to let them run. We need to let them determine how best to run their organizations and how best to be effective. The more that we can push decision authority down, the more bureaucracy we can eliminate and the more agile, lethal and effective we can be as an Air Force.
From a higher headquarters level and higher commander level, our responsibility is to give the left and right limits to those organizations and then let them run.
If we are in a conflict, especially against a peer competitor, the amount of time it would take to micromanage our tactical-level units would not allow us to be inside the OODA loop of our adversary.
We need to allow our commanders, in peacetime, to train like they are going to fight. To have that authority to perform the mission as they see fit. With more guidance, directives and limitations to that commander, there’s going to be some negative learning, first and foremost, but secondly, the safety of our airmen will be put in jeopardy.
Participants in the joint, multinational exercise Cyber Guard 2016 work through a training scenario during the nine-day event in Suffolk, Va., on June 16, 2016.
(Photo by Petty Officer 2nd Class Jesse A. Hyatt)
Airman Magazine: As commander of Joint Force Headquarters Cyber, you’re responsible for cyber affects in campaign plans from U.S. Central Command to U.S. Transportation Command. How does that integration take place?
Maj. Gen. Skinner: Aligned to each of those combatant commanders we have an element called the Cyber Operations Integrated Planning Element. We are just now standing those up and they are at the combatant commanders’ headquarters.
They’re kind of our picture window into that combatant commander to enable cyber operations planning to be part of their overall plan. Each combatant commander has either a function or a region they’re responsible for and they have what we call a scheme of maneuver, which is either day-to-day or in conflict. It is the commander’s plan of how to ensure sure we are successful in that campaign.
These planning elements are aligned there so we can be part of that plan and make sure that cyber isn’t just bolted on, but integrated into that plan. Cyber will be one of the first options that are available to that combatant commander below the level of conflict to make sure that we are meeting our objectives.
Airman Magazine: How do you get everyone with a piece of the huge cyber puzzle speaking the same language? How do you communicate capabilities and vulnerabilities to leadership, agency partners and airmen who are not cyber experts?
Maj. Gen. Skinner: I would say today we have the best understanding and the best alignment from the cyber domain standpoint that we’ve ever had with all the strategy documents – the National Defense Strategy, which is underneath the National Security Strategy, the National Cyber Policy and Strategy, the DoD Cyber Strategy and the Cyber Posture Review.
All of these documents are perfectly aligned and it’s a great understanding of the capabilities that we provide, but also the importance of cyber to the multi-domain operations. The education is continual, but I offer that our Air Force leadership understands the cyber domain. They understand how important the cyber domain is to multi-domain operations.
We continue to educate the entire forest. We’re continuing the education process of all of our airmen, from the highest level to the most junior airman and the joint community, but from a joint standpoint and a national standpoint cyber is more understood than it ever has been.
Proposed content viewing page on the Cyber Education Hub, which is being developed at the Center for Cyberspace Research in the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio.
(AFIT CCR photo)
Airman Magazine: Do you see the Continuum of Learning concept and applications like the Cyber Learning Hub being developed by the Center for Cyberspace Research, Air Force Cyber College and U.S Air Force Academy’s CyberWorx, as aiding in that effort?
Maj. Gen. Skinner: There are a lot of great opportunities with that as cyber continues to be more and more integrated into the day-to-day operations.
We currently have the Air Force Warfare Center where we bring a lot of different mission systems together, integrate them, exercise and train and cyber is a significant part of that.
From an education standpoint we send people to the Air Force Institute of Technology. They not only have general education classes, but we they have Cyber 100, Cyber 200, Cyber 300 and Cyber 400 courses.
We have the 39th Information Operations Squadron, which does our cyber training. Keesler Air Force Base has a lot of our cyber courses. Just as Gen. Raymond over the last year has been working with Air University to make sure we have more space in our professional military education, we’re doing the same thing from a cyber standpoint.
We’re working with Gen. Cotton at Air University and Gen. Kwast at Air Education and Training Command to make sure that we continue to improve the amount of cyber and relevant topics in cyber education in basic military training through professional military education and to highlight cyber, both from a professional and a personal standpoint, because it impacts every part of your life.
Airman Magazine: In that vein, what would you like every airman to be aware of in their daily connectivity?
Maj. Gen. Skinner: One of the biggest vectors that our adversaries use to get into our networks is email. It’s called spear phishing. You can get those at your home and at the office. We continue to educate that you should know who the sender of an email is, that you do not click on links that you’re not certain are good links. If it looks too good to be true, it probably is.
If you get an email offering a free vacation, there’s probably not a free vacation. That’s probably someone trying to gain access to your personal information or gain access into our Air Force systems to cause havoc and disrupt our ability to do our missions.
Additionally, be aware that our adversaries can put different pieces of unclassified information together, which in the aggregate actually become classified. So you always have to be careful when you’re outside of work, or even inside work, of what you talk about in the open.
You have to monitor your computer systems. Make sure your systems are patched, especially at home, because that is the quickest way for an adversary to exploit your system. Some vulnerabilities have been out there for years. We find that both on the commercial side and the government side — there are systems out there that have not been patched in a long time, even though a patch has been out there.
We’re continuing to leverage technology to make that a little easier, to make sure that we’re updating and protecting all those systems.
Maj. Gen. Robert J. Skinner, Commander, 24th Air Force; Commander, Air Forces Cyber and Commander, Joint Force Headquarters-Cyber is photographed at his headquarters at Joint Base San Antonio-Lackland, Texas, Oct. 26, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: The Air Force places a premium on building leaders. What twists and turns has your career taken that culminated in command of the Twenty-fourth AF?
Maj. Gen. Skinner: I’ve had multiple mentors who have taken a special interest in my career. They have said you need to go to this position. I questioned it. I didn’t understand it. But it turns out that developed a place in my leadership that was not refined well enough. We spend a lot of time and energy on managing our talent. What differentiates us from other nations and other militaries is our airmen, whether officer, enlisted or civilian.
Our Airmen are our most precious asset. It is our solemn duty to professionally develop our airmen to the best extent possible. We take special interest in placing them where they professionally develop, while making sure our missions continue to be successful.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
If all 24 hour news networks can have “Breaking News” scrolling across their screens, then this applies.
Most internet fitness gurus are purposely misleading you, because they’re trying to sell you something. They want you to feel bad about yourself, so that you dedicate your whole life to the gym, so that they put more of your money in their pocket.
The truth is that you only need to train enough to get stronger. When your body is getting stronger it is growing, and growth is synonymous with progress.
So how many times a week is it actually necessary to hit the gym?
Contrary to popular belief, it doesn’t actually take much time to gain strength. In fact, three days a week is enough for most people.
I bet you thought you needed to be in the gym 6-7 days a week to see any real gains in strength or size.
Grow. If you aren’t moving forward the world is passing you by.
Your requirement is to get stronger. If you aren’t getting stronger in one way or another, you are getting weaker. That’s a fact of life.
Getting stronger doesn’t mean deadlifting 3 times your body weight. That’s just an idealized standard.
Getting stronger simply means being able to do a little more than you used to. Maybe that means one more body weight squat, or 1 lb added to your bench press. Those are both positively trending markers.
You can consider strength gains as your measure in the fight against death. In order to live the most healthy life possible you don’t need to add 30 lbs to your lifts overnight, you just need to add a fraction of a lb each day.
Bodybuilders and competitive strength athletes have no edge over everyone else just because they’re strong. If strength worked like that all the oldest people would be the strongest and biggest, that is clearly not how the world works.
Frequency is a function of volume.
A recent meta-analysis came to the conclusion that the frequency of your workout sessions only really matters if it affects how much weight you move over the course of the week (your total volume).
12 sets of 10 reps of bench press at 100 lbs on Monday and then nothing else the rest of the week is the same as doing 2 sets of 10 reps of bench press at 100 lbs each day Monday to Saturday.
They are both 12,000 lbs moved. That 12,000 lbs is the main predictor of how much stronger you get.
Of course, these two scenarios are extreme ends of the spectrum. There are plenty of much more reasonable ways to break up all of this work.
Not to mention, it would be difficult to ensure that you don’t get too tired to get all the required reps if you try to fit it all in one workout. That’s why we break up our workouts across the whole week.
If you have 4 hours to train one day a week, this might be a good option for you. Most normal people can only carve out 45-90 minutes 3-4 times a week. Luckily that’s plenty of time to get in our total volume.
That’s right, my fine reader, you should choose the frequency of your workouts based on your schedule and then fit in the total volume you require however you see fit.
Just get stronger.
The amount of volume you require is obviously unique to you, and what you are currently doing. As a general rule of thumb:
You want to be training just enough to be getting stronger. No more, no less, this is your minimum effective dose. If you aren’t getting stronger, add more volume, that could mean more weight on the bar, another rep on the last set, more reps on all the sets, or a whole additional set. It depends on you.
If you are working out 2 times a week and getting stronger, in the way in which you want to be getting stronger, then keep training that way until you aren’t getting stronger anymore. Once you plateau start adding volume. Once those 2 workouts start to get too long for you to bear, add a third day.
I’m sure you see how you could continue progressing like this indefinitely.
By simply doing a little more than you were previously doing, you will see gains in strength and performance.
This is why 3 days is enough. You can fit a lot of work into three 60-90 minute gym sessions. Remember to look at the total volume you are doing each week, that’s the real predictor of progress.
MIGHTY FIT is making big moves to put out content that you not only want to read but also want to live. Take 2 minutes and let us know here what you’d like to see from MIGHTY FIT.
The E-4B “Nightwatch” plane, which would allow the president to give military orders in the event of a nuclear war and has served as a mobile Pentagon for defense secretaries, is worn out, Defense One’s Marcus Weisgerber reports.
The so-called Doomsday plane — which is the Air Force’s four E-4Bs and the Navy’s E-6B “Mercury” — has been in service since the 1970s, much like Air Force One, and is expected to keep flying through the 2020s. But to preserve the planes, Secretary of Defense Mark Esper has had to use other military aircraft when traveling, including a C-17 Globemaster and a C-32 airliner, both smaller than the E-4B.
“A number of aircraft are in a maintenance status to ensure they remain flyable for this no-fail mission for the next decade,” Lt. Col. David Faggard, an Air Force spokesman, told Defense One.
“Upgrades and maintenance include avionics, wiring, communication equipment, and other components to ensure the platform remains viable in a modern world,” Faggard said.
The E-4B dates to the 1970s, but it needs to have advanced technology to carry out its most important mission — directing US forces in a nuclear war.
(US Department of Defense)
The distinctive hump behind the cockpit of the aircraft holds satellite antennae, and the plane’s advanced electronics allows the president to order nuclear missile launches from assets on land, in the air, and at sea. It also has no windows except the ones at the cockpit.
The Air Force would not say exactly how many of the aircraft were in for repairs and upgrades, but the number of issues that the E-4B and its Navy counterpart, the E-6B, have faced recently are worrisome.
As Defense One reports, it’s sometimes difficult to obtain parts for the aircraft because they’re so old. And in 2011, an E-4B carrying then-Defense Secretary Robert Gates broke down on the runway in Belgium.
Just weeks ago, one of the Navy’s E-6B Mercury planes was grounded after it hit a bird, causing at least million in damages. In March 2019, another E-6B made an emergency landing in Oklahoma after a fire broke out on board.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Marine Corps has to recruit a bunch of teens and young twenty-somethings in order to keep recruits flowing in. And they sponsored four YouTubers to come and spend three days in basic training. The main star of the resulting video is Michelle Khare, a BuzzFeed.News journalist whose YouTube is pretty much all videos about her trying on other people’s lives like the ultimate tourist.
So when the Marine Corps asked her to try out their training, it was a pretty perfect fit.
But it’s easy to see the difference between basic training for YouTubers and people really entering the service. This author went through Army basic, but he still feels pretty certain that real Marines gets yelled at harder than this. And he definitely doesn’t remember the flock of camera people and producers who accompanied a “platoon” of about a dozen people.
But the YouTube recruits do go through some of the physical and mental challenges that break real recruits. And they made it through, partially thanks to the help of drill instructors who spurred them on even as they got too afraid. The A-Tower, familiar to most soldiers from the “confidence course,” nearly takes our friend Michelle out before the DI helps her master the fear.
The personalities go through some other fun staples of basic training, like breaking the seals on their gas masks in the chamber and firing M16s. Of course, the YouTubers get new or nearly new rifles with ACOGs, but no one said life is fair. And we don’t really need them to fire in combat successfully with iron sights anyway.
Oh, and that was the first day. And one dude literally dropped out after just that.
Like, dude, you’re doing the tourist version. It’s only three days long. Real Marine basic training is 13 weeks.
The rest of the personalities pushed on through physical training to muscle failure, drill instruction, rappel training, more obstacles, and a ruck march.
If you think that troops marched at each other with muskets and rifles in the Civil War because they were too dumb to maneuver, you’re dead wrong. Civil War formations were the pinnacle of strategy at the time, allowing commanders to bring maximum force to bear at a crucial moment as long as they could think far ahead of their enemy.
Infantry in the Civil War typically marched in lines or columns, quite similar to their forebears in the Revolutionary War and War of 1812. This technique is sometimes ridiculed since it gives the enemy a long warning that attackers are headed for them. But these massed formations usually worked better for attackers than small groups, like those we use today.
Typically, unless there was particularly valuable terrain or cover nearby, troops that marched in small groups against an enemy were destroyed by the enemy’s concentrated fire.
So, instead, troops marched in large blocks that would be recognizable to George Washington or Andrew Jackson. But warfare and the necessary tactics had changed a lot in the decades between those men leading armies and the Civil War.
“Let’s get into a straight line and walk slowly forward to attack.” A good idea, surprisingly.
(Thure de Thulstrup, Library of Congress)
The biggest surprise for Washington or Jackson would come when an attacking force drew within 400 yards of their target. That was when defenders would raise their rifles and deliver their first volley at the attacking force, 300 yards further than was typical for earlier soldiers.
Remember the old saying from the Battle of Bunker Hill, “Don’t fire until you see the whites of their eyes”? That’s a bad adage for the Civil War thanks to the increase in rifled weapons.
Rifling dated back to before 1500, but rifled weapons feature a spiraling groove down the barrel that increases accuracy but greatly increased load time. Most commanders and procurement officers went with cheaper, smoothbore muskets that could be fired much more quickly.
Minie balls feature a small cavity on the bottom that would fill with hot gasses and expand when fired. This allowed the rounds to be small enough to be quickly loaded but then become large enough to grip the barrels of rifles.
(Mike Cumpston, public domain)
But improvements in manufacturing and metallurgy had made it much easier and cheaper to produce quality rifles and, probably even more important, French inventor Claude-Étienne Minié figured out how to create quality ammunition for rifled weapons that could be quickly loaded.
The Minié ball was slightly smaller than the barrel it would be loaded into, allowing it to easily slide down the barrel without getting caught on the grooves. But it had a small opening in its base, not unlike the small opening on the bottoms of most cans and bottles you see today. When the weapon was fired, the hot gasses would push into that little cavity and expand the bottom of the round, making it grip the grooves and spin as it left the barrel.
So, suddenly, infantrymen could fire rifled weapons just as fast as smoothbores while still enjoying the massive improvements in accuracy and range. For troops in defensive positions, this meant that they could launch multiple volleys while attackers were marching up. If there were walls, fences, or ditches in the way, like during Pickett’s Charge at Gettysburg, each obstacle gave a chance for defenders to launch an additional volley.
Reenactors during a rifle firing demonstration.
(National Parks Service)
The only way an attacker could survive these volleys is if they arrived with a large enough force to absorb multiple volleys until they closed the gap, then attacked with the survivors of the charge. When possible, there was a way for attackers to turn the power balance back in their favor: flanking.
Formations in combat were typically quite wide and could not change their overall direction of fire quickly or easily. If a formation was able to hit its enemy from the side, the flanking force could bring all of its guns to bear while the soldiers who had been flanked could respond with just a few shooters on the edge of the formation.
The best way out of this was a well-organized retreat or, rarely, an advance past the flanking force. Attempting to stand and fight was nearly always a recipe for disaster.
You don’t want to end up in bayonet range, but you want to be ready if you do.
(Kurz and Allison, Library of Congress)
But of course, with skilled infantrymen firing about 2-4 shots per minute, it was still quite common for competing forces to fire their weapons while in short ranges and then have to defend or attack with no time to load another round. Then, it was time for rifle and bayonet combatives.
The butt of the rifle was a great club, and the bayonet at the front was a slashing and stabbing weapon. If attackers and defenders closed into bayonet range, men would swarm one another and attempt to fight in small teams that would slash their way through enemies.
But there was one technology, deployed in limited numbers during the Civil War, that changed all of this. Repeating rifles could fire anywhere from six to 15 rounds without reloading, allowing them to hit rates of fire of 15 or more per minute. Like rifled muskets, they were typically accurate to 400 yards or more.
When employed, this allowed the men with repeating rifles to inflict severe losses on their enemy even when outnumbered. In some cases, a force with repeating rifles could even ward off a flanking attack since each rifleman at the edge of the formation could fire as fast as 10 musket-wielders.
Earlier this week, two letters arrived at the Pentagon. One was addressed to Secretary of Defense James Mattis and the other to Chief of Naval Operations Admiral John Richardson. Each letter contained a 5×8 card with something scribbled onto it (what was written has not yet been released publicly) and a castor bean — the base for the deadly toxin, ricin.
Though not officially linked, similar letters containing ricin also arrived at the White House and two offices of Senator Ted Cruz. The letters sent to the Pentagon were detected and set off alarms during routine screening procedures and the area was quickly quarantined. Unfortunately for those at Ted Cruz’s Houston office, two people were hospitalized.
U.S. Attorney’s Office spokeswoman for Salt Lake City, Melody Rydalch, told the Military Times that they have made an arrest in connection with the ricin-laced packages. While the investigation is still ongoing, based entirely on his past record, we feel confident in saying that this guy was a massive piece of sh*t.
Authorities have arrested William Clyde Allen III in Logan, Utah, with Federal charges expected to be levied on Friday. According to the Salt Lake City Tribune, he has confessed to the purchasing of castor beans to make the toxin ricin and to sending the letters.
As reported by the Military Times, he is a U.S. Navy veteran, having served four years as a damage control fireman apprentice. He spent 17 months on a combat support ship, USS Supply, and 15 months on the support ship, USS Detroit.
His military records show that his last obtained pay grade was E-2, meaning that he was demoted at least twice before leaving the service. His medals also indicate that he had done nothing of interest.
After his military service ended, he had many run-ins with the law. In 2004, he plead guilty to two cases of neglect and child-sexual abuse against two girls. He did not have to file as a sexual predator in accordance with his plea deal. He was then arrested for aggravated assault in 2008 and sentenced to two-and-a-half years in prison.
He also engaged in a lengthy harassment campaign against and the eventual doxxing of a female veteran that was bad enough to warrant a spotlight by Counter Domestic Terrorism. He made countless death threats against her and her two children, made several fictitious reports to the CIA and FBI, and would share her personal information, including her home address, to social media. In 2017, the Air Force notified Logan police that Allen called in a bomb threat.
Reportedly, his social media accounts were also filled with right-wing conspiracy theories and included several instructional videos on how to create various dangerous materials, including cyanide.
The December 17th, 2017 article on him by Counter Domestic Terrorism concludes with the cryptic caption on a screen-capture of his “how to manufacture cyanide” video, posing the question, “why would he want to make Cyanide?”
North Korean leader Kim Jong Un had a photoshoot on a white horse on Mt. Paektu, a symbolically important location for his family and for North Korea.
Kim Jong Un has had similar trips and photo shoots before; during one such trip, North Korean state media claimed that the rotund dictator climbed Mt. Paektu, while photos of the event showed him in leather business shoes.
Of course, the photo caused a stir on Twitter, with some Photoshopping the pictures into prestige drama ads for Netflix:
Or bringing up a similar winter photoshoot:
But apart from looking faintly ridiculous to the outside world, the new photos from the Hermit Kingdom are shot through with meaning, according to experts. Read on to see what Kim Jong Un’s snowy ride means.
The North Korean leader on the side of Mount Paektu.
Propaganda images are nothing new for North Korean leader Kim Jong Un. The North Korean propaganda machine is an important part of the regime.
Photos of the North Korean leader climbing the mountain on horseback is “a great event of weighty importance in the history of the Korean revolution,” according to KCNA, the North Korean state media.
North Korean propaganda is nothing new; in fact, it’s everywhere in the country. From posters showing the US’s evil aggression toward North Korea, to Kim’s winter wonderland, controlling the message in the hermit kingdom is vital in order to keep citizens obedient and in the dark about the rest of the world.
Kim rides an immaculate, snow-white horse to match his surroundings. But it’s not just about equine aesthetics.
The white steed upon which Kim Jong-Un is seated is reminiscent of the legendary creatures Chollima, a winged horse, and Mallima, a horse with incredible speend and indurance, according to Reuters.
Kim Il Sung, Kim Jong Un’s grandfather, was also supposedly visited by a white steed during his guerilla days, according to The Washington Post.
There are postage stamps of Kim Jong Il riding white horses on Mt. Paektu, according to Michael Madden, a North Korea researcher for the Stimson Center, but “no one’s had the balls to take a horse up there,” he said.
Kim Jong Un resembles his grandfather physically, and has had a number of propaganda photos mirroring his grandfather’s. Kim Jong Un’s resemblance of his grandfather allows him to “project power and gravitas,” Madsen told The Guardian in 2014.
Kim Jong Un isn’t the only person harkening the past in the photo shoot, though; in other photos, his sister, Kim Yo Jong, is riding a horse like the one her father used to ride, and is dressed like her grandmother, Kim Il Sung’s first wife Kim Jong Suk, who is considered the mother of North Korea and holds vital importance in the country’s mythology.
Mt. Paektu is a loaded location for the Kim family — and North Koreans.
Mt. Paektu is an important place for the Kim family, as it cements their status as the rightful rulers of North Korea.
It’s said to be the “location of Kim Il Sung’s mythical guerrilla base,” Joshua Pollack, a North Korea researcher at the Middlebury Institute of International Studies told Reuters. Kim Il Sung, the current leader’s grandfather, was the first leader of North Korea, and the country’s mythology sees him as a great guerilla fighter against imperilalist Japan, which ruled the Korean peninsula from 1910 to 1945.
Of this latest photoshoot, Pollack said, “The location and the clothes are meant to evoke the founder’s legacy.”
And according to North Korean state media, Mt. Paektu is where Kim Jong Un’s father, Kim Jong Il, was born, although it’s more likely he was born in the Soviet Union. It’s also, according to legend, where Dagun, the leader of the first Korean kingdom, was born thousands of years ago, according to the BBC.
There are two Kim family compounds nearby, including one built by Kim Jong Il on Mt. Paektu, Madden told Insider. Somewhere in the vicinity — perhaps at that compound — is the secure facility Madden referred to as the “North Korean panic room,” where the Kim family can head in case of disaster. They also have the option of crossing the nearby border into China.
North Korean leader Kim Jong Un rides a horse during snowfall in Mount Paektu in this image released by North Korea’s Korean Central News Agency (KCNA) on Oct. 16, 2019.
While the photos may look absurd, they’re intended to have a very serious message.
“This is a statement, symbolic of defiance,” Pollack told The Washington Post. “The pursuit of sanctions relief is over. Nothing is made explicit here, but it starts to set new expectations about the coming course of policy for 2020.”
North Koreans have suffered from international sanctions due to its nuclear program; the photos seem to show that North Korea will not bow to international pressure.
According to multiple reports, Kim Jong Un has visted Mt. Paektu prior to major announcements or policy decisions before. For example, a 2017 trip came just days after the North Korean military launched its largest-ever intercontinental ballistic missile.
Madden told Insider that the photo shoot most likely portends a military announcement of some kind, possibly that North Korea and China are announcing a long-term strategic aggreement. “A member of the Chinese Military Commission is in North Korea right now, and [talks are] going very, very, very well,” he told Insider.
Madden told Insider that “North Korea in 2020 is either going to launch a rocket, or announce that they have attained the ability to perform sub-critical nuclear tests,” and the photos could be in advance of such an announcement.
Whatever the announcement is, it’s almost certainly not about making concessions to the US or any of its allies, Madden said.
“North Korea has massively regressed in the past few months,” in terms of foreign policy “and I have no idea why,” Madden noted.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
During World War II, the Allies, especially Britain, worked hard to convince Germany that every attack it saw was a feint and that every shadow in its vision was another Allied army coming to crush it. These deception operations led to the creation of an entire, fake invasion of Norway that was supposed to keep German defenders away from Normandy on D-Day.
Norwegian soldiers on the Narvik front in World War II.
The overall deception operation was known as Operation Bodyguard, a reference to a speech by Prime Minister Winston Churchill that said Truth was too precious and fragile to go anywhere without a Bodyguard of Lies. And when it came to D-Day, Bodyguard was on steroids.
To understand how deception operations worked for D-Day, it’s important to understand that the actual landings at Normandy weren’t necessarily logical. The Normandy landings took no deepwater port, and the terrain in the area forced the Allied invaders to fight through thousands of hedgerows to break out into the rest of France. Even after that, it was over 600 miles from there to Berlin, and the bulk of that was through German homeland.
So, while the D-Day landings of Operation Neptune were successful and Germany lost the war, it wasn’t the easiest or, arguably, even the most logical course of action. After all, there were two succulent nuts that would be easier to crack than Normandy.
German troops in the Balkans in 1941.
(Bundesarchiv Bild, CC BY-SA 3.0)
The first and likely the easiest 1944 target for the Allies would’ve been an invasion into the Balkans, the soft underbelly of Europe. Allied troops were already holding the lowest third of Italy, all of North Africa, and Turkey, so they had plenty of places to invade from. And taking the Balkans from Hitler would’ve robbed him of much of his oil, copper, and bauxite, among other materials.
But another juicy target was Norway. Norway had been captured by Germany early in the war because Hitler knew that he needed a large Atlantic coastline to prevent his navy being bottled up in the Baltic and North seas like it had in World War I. And, the German presence in Norway helped keep Sweden neutral and amenable. If Norway fell, Sweden might allow Allied forces in its borders or, worse, join the alliance itself.
From Sweden or Norway, the Allies could easily bomb northern German factories and take back Denmark. And an invasion through Denmark would put the Allied forces less than 450 miles from Berlin, and only half of that path would be through German home territory.
And so Allied strategists played up the possibility of a Norway invasion, seeking to keep as many German units as possible deployed there to make the actual landings in France much easier.
Danish troops during Germany’s invasion in 1940.
This led to Operation Mespot, a coordinated plan to move troops, create false planning documents, and pass fake intelligence that would indicate an invasion into Norway, through friendly Sweden, and into Denmark in the summer of 1944, right as the actual D-Day invasions were taking place. According to the Mespot deception, the D-Day landings were the feint to draw German defenders from real invasions in the Baltics.
The part that related directly to an invasion of Norway was Operation Fortitude North, and it called for a British and American landing in the North. There, the forces would link up with Russian soldiers and press south. In order to sell this subterfuge, Britain ordered dozens of double agents from Germany to report on the movements of the “4th Army,” a fake organization that would be a major force in the invasion.
Those second two units were real, and the 52nd had actually been training for a potential invasion of Norway. So Germany wasn’t completely crazy.
The British 4th Army was a field army in World War I, and military deception planners revived the unit in World War II on paper in order to create fake units to deceive German defenders.
(Imperial War Museum)
The American troops were supposedly talkative, and German agents were told stories of another infantry division and three Ranger battalions training in Iceland. German double agents there were told to verify this false intelligence, and they did. In the end, Germany thought 79 divisions were training in England for invasions when there were only 52, and they believed that the main target might be Norway.
Since Hitler was already obsessed with a Baltic invasion, all of this intel fed into his fears and demanded a response. And so one was given. 464,000 German troops were held in Norway to fight off an Allied invasion. While many would have been there regardless, 150,000 were otherwise “surplus” troops who likely would’ve been sent to France to combat the landings if Germany had known Norway was relatively safe.
There was also a Panzer division and 1,500 coastal defense guns, many of which could have been moved if Germany had better intelligence.
British forces land on the beaches of Normandy on June 6, 1944.
(Sgt. Mapham J, No. 5 Army Film Photographic Unit)
All of this had a real effect for Allied troops on the French beaches. Combined with the success of the famous Ghost Army, deception operations towards the Balkans, and German missteps, the D-Day landings faced much less resistance than they otherwise would have.
While Germany was defending Normandy, Denmark, and Greece, it was getting pummeled in France.
Air Force special tactics airmen with the 23rd Special Tactics Squadron assessed, opened, and controlled air traffic at Tyndall Air Force Base, Florida, Oct. 11, 2018.
The special tactics airmen cleared and established a runway at Oct. 11, 2018, at 7 p.m., and received the first aircraft at 7:06 p.m.
Special tactics airmen have the ability to assess, open and control major airfields to clandestine dirt strips in any environment, including those that have been impacted by a natural disaster.
Special tactics airmen with the 23rd Special Tactics Squadron unload an all-terrain vehicle from a CV-22 Osprey assigned to the 8th Special Operations Squadron at Tyndall Air Force Base, Fla., Oct. 11, 2018.
(U.S. Air Force photo by Senior Airman Joseph Pick)
Special tactics airmen with the 23rd Special Tactics Squadron access an airfield on Tyndall Air Force Base, Fla., Oct. 11, 2018.
(U.S. Air Force photo by Senior Airman Joseph Pick)
Special tactics airmen are in control of the airfield and are prepared to support airfield operations until further notice, which will allow support to facilitate humanitarian assistance to Tyndall AFB.
Tyndall AFB received extensive damage in the wake of Hurricane Michael.
For any questions regarding special tactics airmen, contact Jackie Pienkowski at 850-884-3902 or 413-237-4466, or firstname.lastname@example.org.