The cartoon mocks those promoting fake treatments to ward off the coronavirus, including drinking camel urine and inserting violet oil in the anus, under the guise of Islamic medicine.
It appeared to suggest that Iran’s Supreme Leader Ayatollah Ali Khamenei is supportive of such measures, depicting him as a nurse who is calling for silence.
Hard Hit By Coronavirus
Iran has been one of the hardest hit countries in the Middle East by the coronavirus pandemic. It has officially recorded more than 91,000 confirmed cases and just over 5,800 deaths, though critics believe those numbers may be far higher given the lack of transparency and media freedom in the country.
A man who had posted online a video of himself drinking a glass of camel urine was detained last week after the video went viral and many Iranians mocked him on social media.
The New York-based Committee To Protect Journalists (CPJ) said Iranian authorities should immediately drop their investigations into Heydari and Haghjoo and let them work freely.
“At a time when prisons are petri dishes for the COVID-19 virus, Iranian authorities should cease locking up journalists for trivial offenses like allegedly sharing a cartoon,” CPJ Middle East and North Africa Program Coordinator Sherif Mansour said in an April 27 statement.
“Hamid Haghjoo should be released immediately, and authorities should drop any investigation into him, Masud Heydari, and all other journalists at the Iranian Labor News Agency [ILNA],” he added.
Criticism of Khamenei is a red line in the Islamic republic where the Iranian leader has the last say in all state matters.
Iranian leaders have called on citizens to follow health protocols and social-distancing measures aimed at containing the deadly outbreak that has killed over 5,800 and infected more than 91,000 Iranians, according to official figures. Real numbers are believed to be significantly higher.
In our small town of Pacific Grove, Calif., an email alerted us that our community would be “hosting” 24 Grand Princess cruise passengers who display mild symptoms of COVID-19. The other California “hosts” are military installations, Travis Air Force Base in Fairfield, Calif., and Miramar Naval Air Station in San Diego.
A press release sent out by the governor’s office tells residents, “We have an opportunity to provide an example of a compassionate humanitarian response,” but omits specific measures being taken to quarantine the passengers and protect the community, which is known for having an elderly population. The town jokes that people move here to die or multiply, with many young residents coming for the excellent schools and the elderly for the moderate climate and breathtaking Monterey coastline.
Why then was this elderly community chosen, despite our population’s median age being 49, over 10 years older than the national average? Because the passengers will be quarantined on government-owned land. This is also why military bases are “go-to” locations for other, more serious cases.
The Pacific Grove coastline is just across the street from where the 24 quarantined Grand Princess cruise line passengers are staying. They will be monitored for the next two weeks as part of the state of California’s plan to contain the spread of the Coronavirus.
Why is it that the military community is always the first to be put at risk? As a military spouse and mother of three, I’m not so much scared of the Coronavirus as I am perplexed.
If military communities are already being asked to sacrifice more than most, don’t we at least deserve concrete facts on how we are being protected instead of attempts to pull at heartstrings?
The military housing areas on Travis Air Force Base and Miramar Naval Air Station are less than a mile away from where exposed citizens are being housed. I can’t imagine what these military families are feeling. As some previously in quarantine leave, new patients arrive. I hope that they are looped in, that they feel taken care of and reassured that their lives are just as important as those they are being asked to support.
While some communities may be better at communication than others, the press release likely caused more panic than reassurance. Given the current climate, words sent out through official channels carry weight. So instead of adding to the hysteria, I emailed the local public officials quoted in the article for clarification.
However, within 24 hours, I did get reassurance from every travel-related company I have ever had an online shopping relationship with that they were on top of COVID-19 and take sanitation seriously.
Shortly thereafter, I finally received an update from my daughter’s elementary school, the only reliable source of information. It seems that clarification from public officials was possible. But instead of hearing from the governor’s office again, our small town’s City Manager set the record straight, or as straight as possible given all this confusion.
According to his release, “the state of California made the determination” to temporarily house 24 exposed passengers (less than two miles from my house). Thankfully, it turns out that he did have good news. The 24 have tested negative for the virus and “are not permitted to leave the confines of their hotel rooms.”
Costco runs feel like hoarding, but they are not. However, you might be a hoarder if you are one of the people who purchased all the paper towels, water and toilet paper.
Slightly relieved, I chuckled when I saw that “Outbreak” with Dustin Hoffman was trending on Netflix. Watching it served as a reminder that Americans don’t like rules or borders. We rebelled against the British. We conquered lands that weren’t our own. We believe rules are made to be broken. I hope these 24 are rule followers who regret our forefathers breaking from England and “displacing” Native Americans.
Unsurprisingly Costco was packed, leaving me either highly exposed or highly prepared. In the hidden back corner of the warehouse, a lady was positioned, not with samples, but with a clipboard and bouncer-like confidence, “we are out of water, paper towels and toilet paper.”
Twenty four hours after the first press release, I’m not scared of death or quarantine. We have Cheerios, bread, shelf-stable milk, charcoal and… champagne, because if I have to stay in the house with my three kids and husband for a month without toilet paper, I’m gonna need it.
The ground-based version of the AIM-120 Sparrow air-to-air missile just got a major upgrade as Raytheon announced that it has successfully tested a new engine and enhanced fire distribution center that gives the system a much longer range and higher maximum altitude, according to a company press release.
Used by militaries around the world, the system is designed to bring down helicopters, jets, and even cruise missiles. Basically, it’s an oozlefinch with an “If it flies, it dies” mentality.
The National Advanced Surface-to-Air Missile System uses the AIM-120 air-to-air missile, also known as the Advanced Medium-Range Air-to-Air Missile, but fires it from tubes parked on the ground. The new version of the missile borrows the engine from the Navy’s Evolved Sea Sparrow Missile.
This new engine, combined with better flight control, allows the AMRAAM-Extended Range to engage targets at a 50 percent longer range and 70 percent higher altitude than it used to be capable of. The exact range of AMRAAM-ER has not been released, but the Evolved Sea Sparrow can engage targets at over 30 miles away when fired from a ship.
Already popular in NATO, the NASAMS is designed for low and medium-altitude air defense. Norway was the first adopter and helped develop it under the name “Norwegian Advanced Surface to Air Missile System,” and the system is deployed by U.S. forces and five other countries.
The U.S. uses NASAMS to defend Washington D.C. from aerial attack and typically deploys Patriots, Stingers, and other air defense assets elsewhere in the world.
The Islamic State group released a recording Sept. 28 of what it says is its leader Abu Bakr al-Baghdadi, calling on jihadists under pressure in Syria and Iraq to “resist” their enemies.
In his first alleged message in nearly a year, and following reports of his possible death, the elusive jihadist leader called on his supporters to target the “media centres” of countries fighting his group.
“The leaders of the Islamic State and its soldiers have realized that the path to… victory is to be patient and resist the infidels whatever their alliances,” the speaker said.
It was not clear when the message, released by the IS-affiliated Al-Furqan media group, was recorded.
In it, he lashed out at “infidel nations headed by America, Russia, and Iran” who, along with their allies, have inflicted losses on the jihadists during separate offensives against IS in Syria and Iraq.
“We will remain, we will resist and be patient… We will not give in,” he said, a day after Iraqi forces defeated IS fighters who had seized areas in a surprise offensive around Ramadi, west of Baghdad.
The apparent IS leader called on “soldiers of the caliphate” to pursue their “jihad,” or holy war, and attacks.
He urged his followers to “target the media centers of the infidels,” without providing further details.
A US intelligence community source said they were examining the audio message.
“We are aware of the audio tape purported to be of Abu Bakr al-Baghdadi and are taking steps to examine it,” the source said in a statement.
“While we have no reason to doubt its authenticity, we do not have verification at this point.”
The Sept. 28 audio message is the first said to be of Baghdadi since November 2016, when he spoke in a defiant tone in urging his supporters to defend the city of Mosul against a massive operation by Iraqi forces.
That recording, also released by Al-Furqan, was a rare sign of life from Baghdadi.
In July, Moscow said it was struggling to confirm if Baghdadi was dead or alive, a month after reporting his possible demise in a May air strike near the one-time IS stronghold of Raqqa in Syria.
With a $25 million US bounty on his head, Iraq-born Baghdadi has successfully avoided an intense effort to seek him out for six years or more.
Rumours have abounded about Baghdadi’s health and movements, but his whereabouts have largely remained unclear.
Native American Vietnam veteran Robert Primeaux shared his journey from a Lakota reservation to the Army and even to Hollywood.
As a young man, Primeaux was eager to get off the reservation and see the world. To leave, he decided to join the Army. He trained in Fort Lewis and Fort Knox before joining the 101st Airborne Division and sent off to Vietnam.
In 1972, Primeaux returned to the United States. His younger brother had been killed in a car accident, leaving Primeaux as the sole male survivor of his family.
However, he did not stay in the Army long. A car accident of his own put him in a coma for three weeks. After he recovered, he was discharged.
Primeaux then lived on his grandmother’s ranch while he recovered from his injuries. To help with his recovery, he began to self-rehab by working with the horses on the ranch. His love for horses gave him the opportunity to go to school through a rodeo scholarship from the National Intercollegiate Rodeo Association (NIRA).
Between school and living on his family ranch, Primeaux met Michael Apted on the set of Thunderheart in South Dakota. Through this meeting, he landed a stunt role on Thunderheart and become eligible for access to the Union of the Screen Actors Guild.
Later, Primeaux moved to LA to begin his film career where he landed roles in Dr. Quinn, Medicine Woman and a more prominent role in Rough Riders. This role as Indian Bob was special to Primeaux because the director John Milius specifically created it with him in mind.
Recently, Primeaux has worked as an advocate for fallen service-members.
Throughout his life, through thick and thin, Primeaux credited the Four Cardinal Lakota Virtues for helping him recover from the Vietnam War and his car accident. He listed the Lakota Virtues as:
Bravery. “Individual valor meant more than group bravery, and the warrior who most fearlessly risked his life earned the admiration of all the people and received the most cherished honors.”
Generosity. “If you have more than one of anything, you should give it away to help those persons.”
Fortitude. “All had to be borne without visible signs of distress.
Wisdom. “A man who displays wisdom, displays superior judgment in matters of war, the hunt, of human and group relationships, of band and Tribal policy, and of harmonious interaction with the natural and spiritual world.”
From childhood, Lakota Warriors were taught these four virtues. Primeaux stated that warriors who were taught the true meaning of these virtues learn to treat their Post-Traumatic Stress Disorder.
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.
NASA Astronaut and U.S. Army Lt. Col. Anne McClain took to Twitter to share the official training astronauts use for living in confined spaces for long periods of time. Afterall, the International Space Station has been operating for nearly 20 years, giving NASA astronauts and psychologists time to examine human behavior and needs when living and working remotely.
They narrowed the behavior skills down to five general skills called “Expeditionary Behavior,” or “EB” because the military just loves a good acronym.
Built from 1998 to 2001, the International Space Station usually holds crews of between three and six people who will spend about six months there at a time, though mission lengths can vary. During that time, the astronauts perform experiments and spacewalks, maintain the space station, conduct media and education events and test out technology.
Also during this time, they are allocated at least two hours a day for exercise and personal care.
According to NASA, the living and working space in the station is larger than a six-bedroom house (and has six sleeping quarters, two bathrooms, a gym and a 360-degree view bay window). Still, six months in a space bucket with two to five other people can give some perspective to anyone feeling confined.
This is the “GoodEB” that helps astronauts:
4/ Skill 1, Communication:
Def: To talk so you are clearly understood. To listen and
question to understand. Actively listen, pick up on non-verbal cues. Identify,
discuss, then work to resolve conflict.
“Share info/feelings freely. Talk about intentions before taking action. Use good terminology. Discuss when your or others’ actions were not as expected. Debrief after success or conflict. Listen, then restate message to ensure it’s understood. Admit when you’re wrong,” McClain tweeted.
It’s common for humans to have strong emotional responses and act on them before they fully understand them. Honest communication is critical in a confined space or during heightened stress.
6/ Skill 2, Leadership/Followership:
Def: How well a team adapts to new situations. Leader enhances the group’s ability to execute its purpose through positive influence. Follower (aka
subordinate leader) actively contributes to leader’s direction. Establish
environment of trust.
“Accept responsibility. Adjust style to environment. Assign tasks, set goals. Lead by example. Give direction, info, feedback, coaching + encouragement. Ensure teammates have resources. Talk when something isn’t right. Ask questions. Offer solutions, not just problems,” urged McClain.
For anyone confined with family or roommates, it can be an adjustment to share personal space and limited supplies for a prolonged period of time. Shifting to a team dynamic can bring a new perspective to everyone’s roles within the home. If you weren’t already doing this, now is the time to share the household chores, the cooking, the supply runs, and, for many families, the education responsibilities.
8/ Skill 3, Self-Care:
Def: How healthy you are on psychological and physical levels, including hygiene, managing time and personal stuff, getting sleep, and maintaining mood. The ability and willingness to be proactive to stay healthy.
“Realistically assess own strengths and weaknesses, and their influence on the group. Learn from mistakes. Take action to mitigate stress or negativity (don’t pass on to the group). Be social. Seek feedback. Balance work, rest, and personal time. Be organized,” suggested McClain.
There’s a quote I’ve always liked that says, “Please accept responsibility for the energy you are bringing into this space,” and it feels especially relevant now. We must each stay in touch with ourselves so we can identify rising stress and mitigate it with self-care.
Self-care can be anything from calling a friend to a work-out session from YouTube to releasing expectations of perfection and taking the time to enjoy some relaxation with a book or movie.
10/ Skill 4, Team Care:
Def: How healthy the group is on psychological, physical, and logistical level.
Manage group stress, fatigue, sickness, supplies, resources, workload, etc. Nurture optimal team performance despite challenges.
“Demonstrate patience and respect. Encourage others. Monitor team for signs of stress or fatigue. Encourage participation in team activities. Develop positive relationships. Volunteer for the unpleasant tasks. Offer and accept help. Share the credit; take the blame,” said McClain.
I’ll really highlight one of these tips from McClain: Monitor team for signs of stress or fatigue. Teaching ourselves this skill will intrinsically build compassion and problem-solving into relationship skills, not just now, but going forward. It’s about looking out for each other and anticipating the needs of others. This is a critical skill for any member of the team.12/ Skill 5, Group Living:
Def: How people cooperate and become a team to achieve a
goal. Identify and manage different opinions, cultures, perceptions, skills, and
personalities. Individuals and group demonstrate resiliency in the face of difficulty.
“Cooperate rather than compete. Actively cultivate group culture (use each individual’s culture to build the whole). Respect roles, responsibilities, and workload. Take accountability, give praise freely. Work to ensure positive team attitude. Keep calm in conflict,” suggests McClain.
Parents are learning how to homeschool. Partners are sharing household responsibilities like cooking and cleaning. More people are sick and being cared for by their roommates.
All the while, we are each learning how to restrict our movements while maintaining our health and vitality. The key points throughout NASA’s Expeditionary Behaviors are to take care of each other and ourselves by working together.
And just remember, Scott Kelly set the record for most consecutive days in space by an American by living for 340 days during a one-year mission aboard the International Space Station, proving that humans are pretty remarkable when it comes to adapting to our environment!
If you need any advice on thriving from home, here are a few We Are The Mighty articles that can help:
The first 100 days of any new job is both exciting and potentially daunting. As the new executive director of Got Your 6, I’ve found this to be especially true as we work to empower veterans to lead a resurgence of community across the nation.
Here are six big lessons I have learned or have re-confirmed in my first 100 days:
1. Organizations are people (#OneTeamOneFight)
Over the past 100 days, I’ve assessed where Got Your 6 has been and where we’re headed. It’s clear that our success is the direct result of the people in our organization. The team is essential to achieving the goals we’ve set as we forge ahead in 2016. Having the right team is critical, and without the right people in the right places, it’s impossible to succeed. The Got Your 6 team is second to none and our success this year and beyond will be a direct result of their hard work and dedication. The team consists of three Post-9/11 combat veterans (Go Army!) and two amazing civilians who have participated in national service. Every member of the team believes in service over self and I couldn’t be more fired up to lead such a dedicated and talented team!
2. There is no substitute for victory (#BOOM)
With new leadership at the helm, it’s important to get early wins to build momentum. Simply put, everyone wants to succeed and success is contagious. Arguably the biggest honor for us early in 2016 was being presented with the Social Good Award from Cynopsis Media for best “Awareness Campaign or Initiative Category.” Matt Mabe, Senior Director of Impact, and I had the honor of attending the awards ceremony in New York City and when Got Your 6 was announced as the winner it crystallized the impact of our campaign. We beat out the likes of AE Networks, Discovery Communications, and Sony Pictures Television; giants in the awareness and perception shift causes. We also closed out the first quarter with a huge win coming out of our first Collaboratory of 2016 in Austin, Texas with our 30 non-profit partners where we created a roadmap to success for 2016 and beyond as a coalition and collective impact campaign.
3. Partnerships are Critical (#GenuineRelationships)
Got Your 6 has a world-class nonprofit coalition compiled of amazing people and inspiring organizations that empower veterans across the country. We have partnerships with the entertainment industry, a new area for me, that have inspired me in ways I didn’t think were possible. In one of the most competitive industries in the world, our entertainment partners have made supporting veterans a top priority. Effectively engaging the Got Your 6 coalition, along with remarkable supporters and partnerships, has been critical to settling into the role of executive director effectively. Likewise, exploring new partnerships in order to increase impact and effectiveness has been a key part of our “one team, one fight” strategy. And is needed to provide the team with necessary support as we move forward with our vision and goals for the year ahead. Without the right partners, with the right shared values, success isn’t possible.
4. Values-based leadership matters (#FollowMe)
Getting to know any new organization and a team can be a challenge. It’s important to understand the values of the organization you lead which is why the first thing we did as a team was gather offsite at The Bunker in Alexandria. We had an honest conversation about our personal values and how they translate to our organization. Together, we defined our values: Integrity, Positivity, Commitment, Courage, Trust. These values drive how we do business and act as our north star for every decision we make. Our team has gotten to know each other as individuals and now understand who we are as an organization and pride ourselves in choosing “the harder right over the easier wrong” in everything we do.
5. Where we’ve been is important; where we are going is critical (#CommunityMatters)
The history of an organization is important. We need to know where we’ve been and why. For Got Your 6, our founding was rooted in the spirit of service and pride in our nation. Got Your 6 is a campaign focused on bridging the civilian-military divide through perception shift and collective impact. Through the Got Your 6 coalition we’ve helped veterans get jobs, go back to school, find housing and many other critical areas. Now we are raising the stakes. Real problems exist across the nation that aren’t specific to the veteran community; suicide, unemployment, disconnected communities. These are American problems and Got Your Six is working to harness veteran skills to address these issues. Research shows our country is not as engaged as we used to be or could be. The Got Your 6 Veteran Civic Health Index shows us that vets are civic assets and more likely to be engaged. Given the decline in community and veterans as civic assets, our new focus will be empowering veterans to lead a resurgence of community across the nation. Veterans returning home aren’t the problem– we believe veterans and their unique skill sets are part of the solution. We can empower veterans to serve themselves by serving others; the nation we know and love.
6. If the work isn’t hard but fun and fulfilling, it’s not worth doing (#VetInspired)
I believe that improving the lives of others is not only fulfilling but also exhilarating. As a person and individual that is my purpose. I want to continue to improve the lives of others. When you can align your purpose in life with your purpose at work good things will happen. Enjoying what you do–and having fun while doing it–is important even when dealing with serious and life changing issues. When you meet a fellow veteran or hear their inspiring story you can’t help but smile (even if sometimes you’re smiling through a few tears). That’s why this work is so fulfilling. If you follow the work we do or see us around town we’ll always be working hard but having fun.
Now watch Chris Pratt and others in this GY6 video:
For more about Got Your 6’s mission and events check out their website here.
The tank was introduced in World War I when Britain unveiled the then-secret weapon against German forces and were able to run these rolling fortresses right over German barbed wire and trenches, firing cannons and machine guns into German fortifications. Now, armored columns are a commander’s fist, punching holes in enemy lines and then rushing through them to annihilate enemy formations.
A Dutch Army Centurion Tank provides security while conducting a scouting exercise in Hohenfels, Germany, January 26, 2015.
(U.S. Army Spc. Tyler Kingsbury)
10. British Centurion
Originally designed to give British tankers and edge against German Panthers and Tigers, the Centurion arrived months after the end of World War II and ended up being the greatest Cold War tank instead. It had plate armor while cast armor was still the norm, and its 105mm gun was beefy for the time.
A German Panzer Mk. II sits in a tank museum. Tankers didn’t want to get caught in this small beast, but it split the job of gunner and commander, giving a tactical advantage and setting the standard for all tanks that came after.
(Paul Hermans, CC BY-SA 4.0)
9. Panzer Mark II
The Panzer Mark II was, to say the least, not a “Tanker’s tank.” It was a stopgap design to hold the line in the 1930s until the Panzer Mk. III and IV were ready. It was a light tank with limited range, an only 20mm gun, and thin armor.
But it made this list because it did perform well on the battlefield and changed future tank design for one reason: It had a dedicated gunner and a dedicated tank commander. Many tank designs, especially smaller ones with smaller crews, combined these two roles, forcing the commander to ignore the larger battlefield for crucial moments while firing. The Mark II broke from that tradition and essentially all modern tank designs have a commander and dedicated gunner.
The British Whippet was a medium tank that could drive into gaps in German lines.
The Panzer Mk. IV was a heavy hitter early in the war and got upgrades throughout, keeping it pertinent and threatening against Shermans and T-34s, but Germany still needed the Panthers and Tigers to tackle heavy tanks.
By 1945, this resulted in a Panzer IV with a longer 75mm gun, widened tracks, and thicker armor than most medium tanks. It even had armored skirts to protect against infantry anti-armored weapons. This allowed it to tackle the Allies most numerous tanks—such as the Sherman and the T-34—with relative ease. But larger tanks were able to shred it, hence Germany’s growing reliance on the late-arriving Panther as those made it to the front.
A French Char B1 tank sits in a museum. The tanks were massively overpowered compared to their enemies in the open of World War II, but they didn’t receive many upgrades since, you know, France lost the war.
(The shadock, CC BY-SA 3.0)
6. Char B1
France’s tanks saw limited fighting in World War II since, you know, France fell so early in the war. But a couple of French tanks made a real impact, including the Char B1 with its sloped armor, two large guns, and decent speed. Its smaller, 47mm gun could kill many tanks while its 75mm could slaughter nearly anything available in 1939.
But, you know, France still fell, so that part sucked.
The British Mark I tank created tank warfare, eclipsing the armored cars that had been used previously.
5. British Mk. I
Look, to be honest, we’re including this little fellow because, for a while, it was the only deployed tank in the world. The British Mk. I was the first tank, dreamed into existence by British Royal Navy engineers under the “Landship” concept that would see America’s new tractors developed into weapons of war.
The German Tiger Tank was a legend of World War II. It was a logistical nightmare to keep the things fueled and running, but if you were caught in an armored battle in the war, this is the one you wanted to be in (but, preferably, without being a Nazi).
(German federal archives)
4. Tiger Tank
Ah, the legendary Tiger, the tank so powerful that it immediately became the focus of any battle in which it fought. Its thick armor could shrug off 75mm rounds from most guns at 50 yards. But its 88mm gun could open most Allied tanks like a can opener.
Russian crews often preferred the Sherman to the T-34, and they had good reason. The tank was easy to maintain and spare parts were almost always available, leading to an 80 percent rate of damaged Shermans returning to combat. In fights, the Sherman was able to kill Mk. IIs and Mk. IVs, but could only attack Tigers in desperation and Panthers in strength. It was a “commander’s tank,” great strategically but few tankers wanted to face a heavy tank in one.
A T-34 tank sits with open hatches during a battle re-enactment. It was the most produced tank of World War II and could kill any tank in the world at the time of its debut. Meanwhile, Germans had to press anti-aircraft guns into service to try and kill it.
The Germans were forced to call on any weapon they thought could pierce the armor, deploying anti-aircraft guns and infantrymen carrying shaped charges to try and take the T-34 down. It was a leading factor in the Russian victory at the Battle of Kursk, the largest tank battle in history, and it eventually became the most-produced tank of the war.
U.S. Marine Corps M1A1 Abrams tank participates in a simulated security patrol in Storas, Norway, October 25, 2018.
In America, we call it “eminent domain.” In China, they call it a Wednesday. Or whatever day the government comes and decides to take your house so they can build a freeway across what used to be your living room.
Yang Youde was a 56-year-old rice farmer who one day got the word that the government wanted to develop the land on which his farm stood. He wasn’t having it. He’d heard the stories about other regular people being forced off their land. Yang wasn’t about to become a victim.
Before the Chinese government and the hired agents of the land developers could force him out, he set out to create a system of defenses that would keep them in fear of coming onto his property. Using old stovepipes and fireworks, he built a real-life cannon that could fire rockets up to 100 yards.
“My goal isn’t to hurt anyone, I just want to solve my problem,” Yang told al-Jazeera. “If I get hounded out, I’m left with nothing. What’s my future except to steal, rob, or beg?
In February 2010, they came for him determined to violently force him away. He fired rockets at 30 crews until he ran out of ammo. After a physical altercation, the local police stepped in and forced the developers to come back some other time.
Yang made more ammo. And a giant watchtower. He also converted a push cart into a mobile rocket launcher.
From that high vantagepoint, he was able to hold off 100 demolition crew workers. This time, when the police came, they came for Yang.
Yang was offered the U.S. equivalent of ,000 for his Wuhan-adjacent farm. But he had a nice parcel of land with a fishpond on it. He knew he couldn’t fight the government forever, but he wanted at least a fair price. After all, his contract for the land didn’t run out for another 19 years.
And he said the Chinese government’s compensation policies entitled him to five times the offered amount. The old farmer had been growing watermelons and cotton on the land for some 40 years.
When all was said and done, Chinese state media reported that Yang was offered upward of 0,000 for his land, which he eventually agreed to. According to al-Jazeera, Yang was also held in jail for 51 days and tortured for his famous stand.
Ask any American to list the rights enshrined by the United States Constitution and they’ll be awfully quick to tell you the first two. Hell, take a drive on any freeway in America and you’ll see a couple of bumper stickers supporting the right to free speech and right to bear arms.
Then, there’s the third amendment, which states, “no soldier shall, in time of peace be quartered in any house, without the consent of the owner, nor in time of war, but in a manner to be prescribed by law.”
It remains the least controversial amendment in the Constitution and is rarely litigated. To date, there has never been a Supreme Court ruling that has used the third for the basis of a decision. Today, the idea of troops seizing and occupying a U.S. citizen’s home sounds absurd. Unfortunately, this wasn’t the case back when the Constitution was written.
Emphasis on the “maybe.”
(Hessian troops in British pay in the US war of independence, C. Ziegler After Conrad Gessner, 1799)
In 1765, the British Parliament needed to shelter their troops as they fought in the French and Indian War. So, the Crown did what they liked to do and made a decision that benefited British troops. They enacted the Quartering Acts of 1765, which stated that inns, stables, taverns, and wineries were required to house troops at the discretion of a British officer. Troops were allowed to take as they pleased, which would run taverns and wineries dry.
The cost of quartering troops would often fall on the shoulders of local business owners. Eventually, their expenses were reimbursed by colonial authorities — not the British government. Soon, British troops started taking refuge in private homes. Without fear of penalty, they could barge into your house, kick you out of your bed, take your food, and tell you that you’d (maybe) be paid back in a few months.
Taking colonists’ homes was so despicable that Washington and his men would rather freeze than stoop to the Brits’ level.
(Washington’s Army as it marches toward Valley Forge, William Trego, 1777)
To the colonists, this was a headache, but at least there was a reason for it — for a time. After the French and Indian War ended, the British troops continued to use private residences. Many returned to their own fortifications, but many others continued to exploit the Quartering Acts for their own gain.
This, coupled with the fact that the colonists were still paying for a foreign standing Army for no discernible reason, fostered resentment towards the British by many Americans. Then, the Boston Tea Party happened. The Brits saw a rebellion brewing and enacted the Quartering Acts of 1774. This time around, it clearly gave all British troops the right to occupy any building they saw fit without any obligation to reimburse the owner.
While everyone argues about everything else in politics, at least we can all agree that this was an amazing right.
(Jon Stewart Stephen Colbert Rally to Restore Sanity and/or Fear)
Most colonists weren’t personally affected by the tea tax and were simply inconvenienced by the stamp tax. Having Brits come into your home without warning or cause and being forced to give them whatever they pleased, however, was the straw that broke many colonists’ back.
When the dust settled and the American colonists became American citizens, one of the concerns they voiced most was that something like the Quartering Acts never happen again. And it became so when it was enshrined in the Bill of Rights and became the Third Amendment of the U.S. Constitution.
In a push to build its modernization budget and invest in new technologies, the Marine Corps has hauled at least one program of record to the curb — and is looking for more to cut.
The Corps has already divested of the 120mm Expeditionary Fire Support System to make way for other capabilities, Lt. Gen. Robert Walsh, commanding general of Marine Corps Combat Development Command, told Military.com in an interview.
The EFSS, fielded in the early 2000s, was designed to be extremely portable, small enough to be towed by an all-terrain vehicle that fits easily inside an MV-22 Osprey.
Made by General Dynamics, the full system weighs roughly 18 pounds and can fire high-explosive, smoke and illumination rounds. The system was fired in combat for the first time in 2011.
The news that the Marine Corps is cutting ties with the program is something of a surprise, considering the service was in the process of acquiring a new round: the Raytheon-made GPS-guided precision extended range munition, or PERM, expected to increase the accuracy of the system and extend its range from roughly five miles to 10.
In 2015, Raytheon inked a $98 million contract with the Corps for the delivery of PERM; the round was to have been fielded to Marine units next year.
But Walsh said the Marine Corps is working to extend the range of its artillery arsenal, particularly its M777 howitzer. With its limited range, the EFSS may not be well suited to what Marine leaders perceive as the Corps’ future mission.
“We made that decision to divest of it, and we’re going to move that money into some other area, probably into the precision fires area,” Walsh said. “So programs that we see as not as viable, this [program objective memorandum] development that we’re doing right now is to really look at those areas critically and see what can we divest of to free money up to modernize.”
Walsh said the Marine Corps wants to see a boost of about 5 percent in its modernization budget. The just-passed Fiscal 2018 National Defense Authorization Act included a modest bump in procurement, with much of the additional money earmarked for investment in ground vehicles.
As the Corps plans for 2020 and beyond, Walsh said the service is looking inside the organization to find savings and “investment trade-offs” in order to get the money it needs.
While Walsh said he could not yet identify other Marine Corps programs that had been marked for divestiture, he noted that operations and maintenance funding may also be examined in order to move more money into modernization.
“The commandant has told us … I wouldn’t say that he has modernization over readiness — readiness is important — but he’s told us to look real hard at our ops and maintenance accounts that aren’t tied specifically to unit readiness,” he said.
“We can look … to determine across the [Marine Air-Ground Task Force] where we can find money and move it into the modernization area to get that slope up higher within the Marine Corps,” Walsh said.
Hollywood seems to have a skewed idea of veterans who return to the civilian world. They’re either over-the-top action junkies, like John Rambo (in movies outside of First Blood), or they’re a broken-down husk of who they once were, like, well, basically any character in any drama set after a war’s end.
In real life, veterans are cut from the same cloth as everyone else. You’ve got your outstanding, Captain America-types, your aggressive Punisher-types, and just about everyone in between. But all of the characteristics of your everyday veteran can be seen clearly in Chris Pratt’s character, Owen Grady, in 2015’s Jurassic World.
Grady’s service is barely hinted at in the movie. In the scene where Owen and Claire are trying to find her nephews, Claire implies that Owen could, simply, just track them down by their scent or footprints. Owen quickly (and hilariously) responds with, “I was with the Navy, not the Navajo.”
This one line gives a whole new meaning to everything that he does throughout the film.
Owen is reclusive, professional, mission-oriented, and reasonable — much like a real-life veteran. They don’t have him claim some overly badass job description — he just says that he was in the Navy. He, like 97% of the military, wasn’t a special operator.
In fact, his role in the military is never explicitly stated, but when you look at his skills in leading Blue and the raptors, he shows talents very similar to those of a dolphin and marine animal trainer — which makes sense since it explains why the film’s antagonist, Vic Hoskins, hired him directly out of the Navy. Vic also mentions Owen’s military service and refers him as a “dog of war,” which Owen shrugs off.
But what really defines Owen as a character is he demeanor. He’s smart enough to know the ins-and-outs of the island while also being jaded enough to only speak up once. This usually involves him telling people that raptors aren’t able to be controlled right before the raptors rips someone to shreds. Hey, at least he tried to tell ya.
It’s unclear if they will further elaborate on Owen’s backstory in the upcoming Jurassic World: Fallen Kingdom but, so far, Owen Grady’s character is an excellent, authentic representation of veterans that doesn’t make us look like heroes or broken men — but rather just like any other guy who’s good at surviving bad situations.
Marine veteran James P. Connolly (Sirius/XM Radio, Comics Unleashed) hosted the 6th Annual Veteran’s Day Benefit Comedy Show “Cocktails Camouflage” at Flappers Comedy Club in Burbank, California in early November.
All funds raised were donated to Veterans in Film Television (VFT), a non-profit networking organization that unites current and former members of the military working in film and television and offers the entertainment industry the opportunity to connect with and hire veterans.
In this episode, US Army vet Katie Robinson riffs on her experience as a theater major serving in Iraq.