ISIS talks a big game in posting propaganda videos on the internet, especially at the height of its power in 2014 – 2015. But one GoPro slamcam video, captured by the Kurdish-led Syrian Democratic Forces and posted to YouTube shows, ISIS fighters aren’t always the hardcore soldiers ISIS says they are.
A warning: although most of the video just shows ISIS fighters under intense SDF fire, some of the images can get graphic.
The video is part of the “War Diary” project, an educational documentary project to archive real events in combat by the people who fought there. It features a squad of ISIS fighters directly engaged in combat with the Kurdish SDF. The GoPro camera appears to be attached either to a helmet of a squad commander or strapped to his chest. The commander, Abu Ayman al-Iraqi, is accompanied by a fighter named Abu Aisha Iraqi, who keeps telling the man in charge that they should retreat.
Abu Aisha, you can probably guess, was right about getting out of there. The Kurds were coming at the ISIS fighters with fire so intense, the jihadis couldn’t even look at where they were shooting back. The ISIS commander has to order his men repeatedly to shoot back instead of fleeing. When he orders a grenade or RPG, his troops stay motionless with fear.
If you don’t understand Arabic, that’s okay. The Kurds translated the video for you.
The confrontation took place in Syria’s Deir Ez-Zor Province in December 2018. It was part of a greater campaign by the SDF to push ISIS forces back across the Euphrates River, eliminate its fighters from the Iraqi border, and capture all remaining ISIS strongholds. It happened at the same time as the SDF push to capture the ISIS capital at Raqqa and the Syrian government’s push against the jihadist group in Western Syria. The result of the combined campaigns was the final defeat of ISIS as a formal army, occupying any territory.
In the video, you can see hear the frustration of the commander as his troops fail to shoot back, forget their weapons, and abandon an armored vehicle to escape the oncoming enemy. Even the ISIS commander begins to fumble with his AR-15 as the Kurds get closer. Abu Ayman Iraqi gets shot around 9:00. his men desert him in the armored vehicle as he shouts at them to come back.
In the annals of Marine Corps history there are many famous units and numerous famous men. There are tales of valor and loss.
But one unit truly exemplifies these traditions through its actions and its enduring nickname: the Walking Dead.
Through nearly four years of combat in Vietnam, the 1st Battalion, 9th Marines earned its place in Marine Corps history.
The 1st Battalion first arrived in Vietnam in June 1965 as part of the troop increase and escalation that year as U.S. forces took over most combat operations from the South Vietnamese. By August they were involved in offensive combat operations as part of Operation Blastout — a search and clear mission.
More missions continued throughout 1965 and into 1966. In their first year in Vietnam the Marines of 1/9 would conduct hundreds of company-sized or larger missions. The Marines of the 1st battalion, as part of a greater effort by the 9th Marine Regiment, also developed the SPARROW HAWK concept. This was essentially a heliborne quick reaction force that could be called in to help win a fight in which Marines on patrol had found themselves. The 1st Battalion, 9th Marines then rotated out of Vietnam for a few brief months beginning in October 1966.
When the unit returned in December 1966 the operations tempo greatly increased. The 1st battalion Marines started 1967 with the anti-climactic Operation Deckhouse V. From there operations picked up in the 9th Marines tactical area of responsibility. This area just south of the Demilitarized Zone became known as “Leatherneck Square” for the high number of Marine casualties. The Marines there swore the wind, rather than blowing, made a sucking sound. It was in this area that the 1st Battalion 9th Marines became the legendary Walking Dead.
The battalion participated in three phases of Operation Prairie within Leatherneck Square. Casualties were heavy as the Marines conducted search-and-destroy missions. In less than a month through mid-1967, Marine casualties during Prairie IV were 167 killed, and over 1,200 wounded.
In July, 1/9 participated in Operation Buffalo, a clearing mission up Highway 561. On the first day of the operation, July 2, the Marines of A and B companies encountered strong NVA resistance. The fighting was bitter. The NVA used flamethrowers to burn the vegetation and force the Marines into the open. An NVA artillery round wiped out the entire company headquarters for B company.
Soon the commander of 1/9 sent in C and D companies to relieve the battered Marines. With significant support they were finally able to force the NVA to break contact. The battalion suffered 84 Marines killed and 190 wounded. The next day only 27 Marines from B company and 90 from A company were fit for duty.
A combination of the remnants of Companies A and C several days later was able to get some payback on the NVA, inflicting 154 enemy killed. By the middle of July Operation Buffalo came to an end. Almost immediately the men of the 9th Marines were back in action as part of Operation Kingfisher in the Western portion of Leatherneck Square. This operation drug on until the end of October 1967. The sporadic but intense combat saw another 340 Marines killed and over 1,400 wounded in Leatherneck Square.
January 1968 found the battalion reinforcing the infamous Khe Sanh Combat Base just south of the Demilitarized Zone and west of Leatherneck Square. The Marines at Khe Sanh not only held the base but also fought in the hills surrounding it. Just over a week before the Tet Offensive began on January 30, 1968, the North Vietnamese began laying siege to Khe Sanh. Some 6,000 Marines, including 1/9, would endure daily shelling and close-combat for 77 days before being relieved. In all, 205 Americans were killed and over 1,600 wounded defending Khe Sanh. A further 200 Marines died in the bloody fighting in the hills surrounding Khe Sanh.
The lifting of the siege was hardly the end for the Walking Dead though. Immediately upon relief of duty from the defense of Khe Sanh they began Operation Scotland II to clear the area nearby. Following the conclusion of Scotland II, the Marines of 1/9 returned to the Con Thien area and took part in Operation Kentucky. This action would last until near the end of 1968.
In early 1969, the 1st battalion, as part of the larger 9th Marine Regiment, launched Operation Dewey Canyon, the last major Marine Corps operation in Vietnam. During this time the Marines swept through the NVA controlled A Shau valley and other areas near the DMZ. In a heroic action on February 22, 1968, then-Lt. Wesley Fox earned the Medal of Honor. The Marines suffered over 1,000 casualties during the operation. The entire regiment was awarded a Presidential Unit Citation for their extraordinary heroism during Operation Dewey Canyon.
The Walking Dead — along with the rest of the 9th Marines — redeployed from Vietnam in the summer of 1969 to Okinawa.
The name “the Walking Dead” was originally used by Ho Chi Minh talking about the Marines in the A Shau valley. Later, after the 1st Battalion suffered extraordinarily high casualty rates, they used the term to describe themselves. Of a standard battalion strength of 800 Marines, the battalion had 747 killed in action with many times that number wounded. They also were in sustained combat operations for just short of four years. Both of these are Marine Corps records.
The unit was disbanded in mid-2000, reactivated for Operation Enduring Freedom and Operation Iraqi Freedom, then was disbanded again in 2015.
But in the heart of its “caliphate” in Iraq and Syria, the group suffered at least one important setback: losing a substantial portion of its oil-exports income,according to the Iraq Oil Report.
Without the major source of revenue and foreign currency, the group might have a reduced ability to maintain the appearance of state-like services and functions inside the caliphate, potentially harming its ability to hold on to territory as global efforts against the group intensify.
The Iraq Oil Report’s December 28 story is one of the most detailed accounts of the jihadist group’s oil infrastructure that’s publicly available. It’s based on interviews with over a dozen people living in ISIS-controlled areas, including anonymous oil-sector workers. The story also includes descriptions of documents from the nearly 7 terabytes of data seized from the compound of Abu Sayyaf, the ISIS oil chief for Syria killed in a US Special Forces raid in May.
The story provides a mixed picture of ISIS’s oil resources 16 months after the start of a US-led bombing campaign against the group.
The US was slow to understand the strategic value of targeting ISIS’s oil infrastructure, viewing oil platforms, refineries, and vehicles “as a financial target with less battlefield urgency, rather than military targets,” according to Iraq Oil Report.
Even with the loss of nearly all of its oil fields in Iraq, ISIS still controls a single conventional refinery in the country, in Qayyarah, near Mosul.
Less efficient open-pit refining techniques and continued control of oil fields in Syria mean that fuel prices within the Islamic State have stabilized somewhat in parts of the caliphate after fluctuating wildly over the past year and a half.
The report contains one piece of evidence that the Middle East may be well past the heyday of the ISIS oil economy. ISIS’s once formidable oil-export economy, which used to produce $40 million in revenue a month for the group, has all but evaporated.
As the story recounts, ISIS oil exports were once a highly centralized operation, with middlemen like tanker-truck drivers paying about $10 to $20 per barrel at the point of sale.
ISIS would then recuperate the apparent discount on the barrel of oil through a series of tightly imposed transit taxes. The oil would hit the Turkish market through truckers or ISIS officials bribing officials in either Turkey or Iraqi Kurdistan.
The caliphate’s oil industry was staffed using 1,600 workers, most of whom were recruited from around the world. Because of global disruptions to the oil industry, even an illicit non-state group like ISIS didn’t have trouble running an international recruiting drive for skilled labor, as workers were “enticed with ‘globally competitive’ salaries at a time when the oil industry was undergoing waves of layoffs.”
Those days are apparently over.
US airstrikes have destroyed hundreds of ISIS-linked tanker trucks and cut into ISIS’s refining capacity. Low global oil prices have made smuggling a losing business proposition as well, especially in light of fuel shortages within the caliphate itself.
“The group can no longer generate enough fuel to comfortably meet demand within its own territory, as evidenced by high and volatile prices: there is virtually nothing left to export,” the article states. “Global crude prices are now so low that, even if smugglers were able to cross international borders, the expense of the trip – measured in fuel, time, and bribes – would likely erase any profits.”
Overall, the export business is “defunct,” the Iraq Oil Report states, and the article pushes back against “press reports” suggesting that ISIS is “financed through smuggling routes that have been largely dormant for more than a year.”
At the same time, ISIS has proven remarkably resilient, keeping control over a large swath of Iraq and Syria despite a handful of battlefield defeats and the loss of its oil exports. And as the Iraq Oil Report article says, ISIS’s control over territory stems from the weakness of the Iraqi state and the alienation of Iraq’s Sunni minority from the government in Baghdad. The loss of ISIS’s oil revenue doesn’t solve the deeper, underlying problems that enable the group’s control over so much of the country.
Still, reduced exports cut off ISIS’s access to foreign currency and reduces its ability to provide social services to people living under the group’s control — something that undermines its claim to ruling over a state-like political entity. It’s highly unlikely that ISIS will ever reconstitute the $1 million-a-day-type revenue streams it was able to establish by mid-2014.
The reported end of large-scale ISIS oil exports also shows that the US-led campaign against ISIS has at least fulfilled one strategic objective, even as the group continues to hold substantial territory and carry out attacks around the world.
Commandant of the Marine Corps Gen. David H. Berger and Sergeant Major of the Marine Corps Troy E. Black led a motivational run on Joint Base Myer-Henderson Hall, Nov. 5, 2019. The run was held in celebration of the Marine Corps’ upcoming 244th birthday.
The Marines ran from Joint Base Myer-Henderson Hall to the Marine Corps War Memorial where Berger and Black shared some motivation with the Marines.
The run began a week of celebration leading up to the birthday on Nov. 10, 2019.
“Having one day to celebrate the birthday is not good enough,” said the commandant. “We have to have a whole week.”
Commandant of the Marine Corps Gen. David H. Berger and Sergeant Major of the Marine Corps, Sgt. Maj. Troy E. Black join Headquarters and Service Battalion, Headquarters Marine Corps, Henderson Hall Marines during the 2019 Marine Corps birthday run in Arlington, Va., Nov. 5, 2019.
(Photo by Lance Cpl. Morgan Burgess)
Berger then asked Marines to do three things this week. First, to stop and remember all those that have come before them. Second, to celebrate with their Marine Corps family. Finally, to look ahead at where they are going, because the Corps exists to fight and to win.
After the run, there was a moment of silence to honor all those who are forward deployed and all those that have come before them, as well as one final loud war cry that echoed across the base.
This article originally appeared on Marines. Follow @USMC on Twitter.
Congratulations! You’ve either finally been pinned or you’ve been laterally transferred to a position where you’re placed over someone else. You’ve either worked your ass off to finally accrue the dreaded 798 promotion points… or you’ve been “hey, you”ed into it. Either way, from here on out, your entire career will change for the better.
You stand now at a crossroads and your very first act as a leader will determine which road you move down.
Some days, you’ll have to be the bad guy. You’ll be responsible for breaking the bad news, like the fact that no one is leaving until those NVGs are found. But on the flip side, there’s no greater feeling than the moment you train a troop up, they achieve a goal once thought to be impossible, and they sincerely thank you for getting them there.
For all you new leaders out there, listen up — these are the lessons you’ll need to learn.
Don’t get that twisted — NCO academies teach you a lot about being an NCO. It’s just that the best way to learn to lead troops is, well, leading troops.
(U.S. Army photo by KATUSA Pvt. Seung Ho Park 2ID/RUCD Public Affairs)
You’ll appreciate everything your previous leaders have done for you
No amount of leadership schools can fully train you for actually leading troops. All of that fancy book-learning will be tossed out the window as soon as you’re signing your first initial counseling statement. There’re just so many minor things that you can’t possible be prepared for — the only reference you’ll have is what your NCO did.
If they were fantastic leaders, emulate them. Take them aside and ask for pointers. There’s no shame in asking for advice, and I’m willing to bet they’d be happy to help you out.
But even bad leaders can teach you something. Mostly, they serve as examples of what not to do. Learn from those that came before you.
How it feels when your toxic leadership calls everyone into the training meeting.
(U.S. Air National Guard photo by Capt. Paul Stennett)
You’ll have to sidestep the pitfalls that every toxic leader has fallen into
As much as it’s painful to admit, there’s toxicity in military leadership. From the bottom of your heart, you should despise each and every one of those so-called “leaders” that give the NCO corps and officers a bad name. Ask anyone who blew off the retention NCO why they’re getting out and you’ll see a staggering amount of outstanding troops leaving the military because of terrible leadership. It sucks, but it’s reality — and it should be a call-to-action for every leader to do their part in weeding out this toxicity.
The first step in not becoming a toxic leader is managing one simple distinction: which is the easy path and which is the right path. It’s hard to jump into the 110 degree Connex and finish a layout when you could more easily hold a clipboard and simply supervise. It’s hard to take an asschewing from higher up when you could just let your troop deal with it. It’s hard to not care about your own ribbon rack when you could recommend others for rightfully earning it.
Unfortunately, the right path is often the hardest path, but it’s the one you must walk.
Now, if only there was a reading list compiled by one of the greatest minds the military has seen in ages… Oh wait, there is.
(DOD photo by U.S. Air Force Staff Sgt. Jette Carr)
You’ll have to study just enough of everything to have (at least) a slight understanding
There is a metric f*ck-ton of regulations that you’ll need to be well-versed in and follow. Not only that, but you’ll also need to make sure that your guys are following them, too. Sure, you’re never going to need to know the Army regulation on non-appropriated contracting funds — until, one day, you do.
You don’t need to know everything about every subject, just enough — or where to find that info. As long as you get the gist of things, like keeping good order, discipline, and appearance down, you can take it from there.
It’s much easier, legally in the clear, and more rewarding if you just invite everyone to go drinking. If the guy that you don’t want to come doesn’t show up, oh well…
(U.S. Army photo by Maj. Matthew Fontaine)
You’ll find the line between friendship and authority
There’s a reason that the “fraternization between the ranks” rule is a thing. Normally, the rule is reserved for people in power that try to sleep with their troops, but it’s also enforced for squad leaders who elect to go to the bar with just one or two of their squad and not everyone.
You can never, ever, ever show any sign of preferential treatment towards any of your guys. That is the single fastest way to immediately lose the respect of everyone else not given said treatment. Every order you’ll give will be met with, “well, why isn’t Specialist So-and-so doing it?”
Your opinion does matter if something makes its way up to a court martial, after all.
(Army National Guard photo by Staff Sgt. Katherine Dowd.)
You’ll learn which rules are worth enforcing
No one wants to drop the hammer of the UCMJ — not even leaders. One day, you may have to counsel your Joe because they got caught doing something you thought you’d never have remind a grown-ass adult not to do. They played stupid games and, surprise, won stupid prizes. (We’re not naming names, but get ready for people to get roaring drunk, rip barracks doors down at 0200, use them as sleds to slide down the company area, and, somehow, manage to hit the staff duty van).
Regardless of their stupidity, you are now going to have to enforce the rules. If what they did warrants needing to put them on the chopping block, so be it. But you don’t always have to bring the ax down — especially if someone was just 2 minutes late to work call and they had a valid excuse.
You can never let them see you hurt. They’ll believe you if you say the impossible is possible.
(U.S. Army photo by Master Sgt. Andrew Kosterman)
You’ll figure out how to hide your faults so no one can ever see them
No one is perfect, but now that you’re a leader, you have seem like it. The slightest mistake will be remembered by your guys from now until the end of time. If they see that you can’t meet the standard or you don’t keep in regulation — neither will they.
This means that there will be days off-duty where you do nothing but train. If you fail a PT test, they won’t take PT seriously. If you don’t know how first aid, they won’t see it as important either. Give everything 110 percent and your troops will subconsciously try to do the same.
We’ll leave this on a quote from the great General Patton. “If you can’t get them to salute when they should salute and wear the clothes you tell them to wear, how are you going to get them to die for their country?”
(U.S. Army photo by Staff Sgt. Candace Mundt)
You’ll place your troops’ needs above your own.
This rule is baked into the Army’s NCO Creed, but it’s something that everyone from every branch has to come to terms with eventually. This is why something as small as, say, letting your Joe’s cut in front of you at the chow hall separates you as a leader from the so-called “bosses.”
Small gestures are important, but the biggest piece of advice I can offer is that you must be the shield when sh*t rolls downhill. Take the brunt of the First Sergeant’s asschewing. Let them focus on the mission while you bounce between the front line and training meetings that the good idea fairy insisted on starting. The best leaders I’ve had the honor of serving under have all shared a single, collective mentality: The only people that should matter in the chain of command are the little guys at the very end. Embody this.
Lieutenant Viktor Belenko decided he had had enough. Despite being considered an expert fighter pilot with one of the Soviet Union’s elite squadrons, with all the perks that went with it, Belenko was tired of the shortages and propaganda that defined much of life in the USSR. He feared that reports of plenty in the U.S. were also exaggerated, but he decided to take a chance. On September 6, 1976 during a routine training mission, he switched off his radio and bolted to Hakodate airport in Japan. After nearly running out of fuel, barely avoiding a civilian jetliner, and overshooting the runway, he set down in Japan with only a busted landing gear. It turned out to be one of the great intelligence coups of the Cold War.
Given this gift, including a flight manual that Belenko had helpfully brought along, Western intelligence agencies proceeded to tear the plane to bits analyzing the fighter whose capabilities up until now were only an assumption. When the Soviet Union demanded its return, Japan agreed on the condition that they recoup shipping costs. The plane showed up at a docked Soviet vessel in dozens of crates, and when the Soviets realized at least 20 key components were missing, they demanded $10 million in compensation. As befitted the Cold War, neither ever paid.
The MiG-25 “Foxbat” was the newest and most advanced fighter the Soviet Union possessed. The United States and its allied NATO countries were genuinely concerned over its capabilities, and it was generally assumed to be an advanced fighter bomber that could outfly anything NATO had. Nothing could be farther from the truth. The Mig-25 was very cutting edge in its way. It was one of the fastest fighters ever produced, with a theoretical top speed of mach 3.2 at the risk of engine damage, putting it near the vaunted U.S. SR-71 spy plane. It’s radar was one of the most powerful ever put on a plane of its size.
But those strengths were where it ended. The MiG-25 was built around its extremely heavy engines, and it showed. It had a ridiculously short combat range, and even its unarmed cruising range was too short, as Belenko’s journey could attest. It was so specialized in high-altitude interception that flying it at low altitude and speed could be very difficult. It could not carry weapons for ground attack, did not have a integral cannon, and the large wings NATO interpreted as making it a formidable dogfighter were simply meant to keep its heavy airframe in the air. In reality, it was maneuverable and would be mincemeat in a conventional dogfight once it closed to short range. Its electronics were still vacuum tube technology, and its airframe would literally bend itself out of shape if the pilot was not careful. It was made to be a high speed missile carrier targeting bombers or U.S. high-altitude reconnaissance aircraft like the U-2 inside Soviet airspace, and not much more.
Despite its flaws, the Soviet Union built over a thousand of them, and it was widely exported to a number of countries, where its combat record in several wars was mixed at best. An updated version called the MiG-31 was later built that shared aspects with the original, including many of its shortcomings.
Belkov, for all his doubts, received a welcome beyond his skeptical hopes. In an old saw that applied to many Soviet visitors, he was flabbergasted by his first visit to an American supermarket, and wondered if it was a CIA hoax. He was granted citizenship by an act of Congress in 1980, and he co-wrote an autobiography called MiG Pilot that had some success. He reportedly works as an aerospace engineer to this day. His daring escape still stands as one of the defining moments of the Cold War.
A year-round resolution that many people make is to have healthier eating habits. Whether that means eating more fruits and veggies or cutting down on portions, changing your eating habits is a good start to having a healthier lifestyle. One of the first steps you can take to help is to cut down the amount of sugar you intake on a daily.
Though it wasn’t easy at first, Paddy Spence, CEO of Zevia— a line of zero-calorie, naturally sweetened beverages — cut sugar out of his diet 18 years ago.
“My wife and I cut sugar out of our diets in an effort to improve the way we felt every day. Through that process, I realized that with all of the supposedly ‘healthy’ products I had incorporated into my routine – items like protein smoothies, energy bars, and juice-based spritzers – I had been consuming 250 grams per day of sugar, totaling approximately 1,000 calories per day.”
Though cutting sugar completely out of your diet may take a little time, here are eight ways that you can curb your cravings to set you off on the right track.
1. Start a sugar budget.
(Photo by Matthew Kang)
When you think of budgets, finances are the first things that probably come to mind. Spence told INSIDER though, that you can actually create a budget to watch your sugar intake.
“A sugar budget, much like a financial one, allows you to use numbers to track how much sugar you’re actually consuming, and can help you limit the amount you eat,” Spence said. “It would be almost impossible to have zero sugar in your diet, so we want to be realistic. I suggest keeping it to 50 grams a day. That counts for ALL sugars, too, not just added sugars. 50 grams comes to about 10% of your 2000 calorie-a-day diet (sugar has 4 calories per gram).”
2. Keep an eye on your cereal.
(Photo by wsilver / Flickr)
It’s always been said that breakfast is the most important meal of the day and according to Spence, it’s for more reasons than one.
“Most people these days know that colorful kids’ cereals are going to have a sizeable serving of sugar,” he said. “Other choices that may appear ‘healthy,’ however — like a granola-based cereal for instance — could also be packing major sugar content. Be diligent and don’t be fooled!”
Try having some fresh fruit and always remember to check your labels.
3. Watch your condiments.
Do you think of sugar when you add ketchup to your hotdog? Or how about when you drench your fries in it? Spence told INSIDER that sugar is in some of the most unexpected products.
“Many condiments, ketchup included, contain ‘hidden sugars.’ That’s why kids love ketchup so much,” he said. “Barbeque sauce is also a major culprit. One of the sneakiest sources of ‘hidden sugar,’ however, is salad dressing. Always keep an eye on the sugar content of your salad dressing. You’ll be glad you did.”
4. Check your labels.
Just because a product is marketed as being healthy, Paul Searles and Sean Kuechenmeister of NY Sports Science Lab told INSIDER that it may not always necessarily be true.
“Check the nutrition labels of the products you are consuming to see how much sugar is actually present in your products,” they said. “Even some health products have high-levels of sugar. You might be better off eating a Snickers bar chemically speaking because there are more nutritional benefits and less sugar in it.”
It may take a little extra time during your next trip to the store, but it will be worth it.
5. Get active after you eat.
(Photo by Dave Rosenblum)
It’s very easy for you to want to get comfy on the couch or head straight to bed after dinner every night, but Spence said the best way to keep the late-night sugar cravings at bay is to actually get active.
Ketogenic diets have become quite popular as of late and according to Searles and Kuechenmeister, that’s for a good reason.
“This diet is a low carb diet that lessens the amount of glucose and insulin your body is producing and doesn’t use glucose as the main form of the energy for the body.”
The diet isn’t for everyone, but that doesn’t mean it couldn’t be for you.
7. Create a culture of wellness at work.
Since we spend most of our time at work, ensuring that your work environment reflects your health choices can be a lot of help.
“Switch out the office candy jar for fresh fruit and think about catering office celebrations differently,” Nicole Feneli, director of wellness for FLIK Hospitality, told INSIDER. “Order ‘build your own’ salads instead of heavy sandwich platters or try frozen yogurt bars instead of cake. Start small until you create a culture of wellness in your office.”
It might take some time before you adjust, but once you do, you might be able to have a good influence on others around you.
8. Start questioning your motives.
(Photo by ccharmon)
According to physician nutrition specialist Dr. Nancy Rahnama, anyone looking to curb their sugar cravings should start questioning exactly why sugar is on their mind.
“Ask yourself why you are craving the carbohydrates. Most often carb cravings are emotional or stress-related,” she said. “You may want to ask yourself if you are craving carbs because of emotional reasons. If so, find something else to do — like go for a walk or talk to a friend.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Disneyland iteration of Star Wars: Galaxy’s Edge is finally open. Early reviews — from those who were able to navigate a less-than-stellar ticket reservation system — are positive. An especially bright spot: the souvenir lightsabers available exclusively at the park.
As we’ve reported before, the lightsabers are customizable — guests choose their components and assemble their saber themselves — and pricey. The total price with tax comes to $215.49, exactly $215.49 more than a souvenir coaster from Olga’s Cantina. Still, the sabers themselves and the experience of designing your own are getting rave reviews from the lucky fans who’ve already had the chance to get theirs.
The Los Angeles Times has a good rundown of what the experience is like, and it seems that, in true Disney fashion, narrative is front and center. The story created around Savi’s Workshop, the exclusive home of the customizable lightsaber, is that it has to masquerade as a simple scrap metal shop.
Light-up blades come in red, blue, green, and Mace Windu purple.
The employees who work there play along, reminding visitors who say the l-word that they don’t want any trouble from the First Order.
They will help you pick out the pieces of “salvaged” scrap metal you’ll need to build your lightsaber, with drawers full of hilts of four different themes. Pick your hilt and you’ll get a corresponding pin when you set up an appointment to build your saber as part of a group with 13 other “Builders.”
After some practice assembling lightsabers outside — which may be interrupted if Stormtroopers happen to walk by — you’re ushered inside to a room dominated by a large table. You’ll hear a spiel about Jedi history and the power of the Force before guiding you through the process of choosing the remaining parts and assembling your lightsaber.
Once assembled, everyone inserts their assembled blade into a pod for a final ceremony that ends with everyone igniting their lightsabers.
Whether or not that experience and the saber itself are worth the steep cost depends on your budget and how much time you’re willing to spend at Savi’s (line are, predictably, quite long). But if your trip won’t feel complete without bringing a lightsaber home, it looks like Disney has created an attraction that goes beyond a simple gift shop to create an immersive, narrative experience.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
An amphibious assault vehicle with 15 Marines inside burst into flames during a training exercise at Camp Pendleton, California on Wednesday, according to a source with knowledge of the incident.
Although the vehicle was engulfed in flames, all of the Marines were able to escape.
However, the source, who spoke on condition of anonymity since they were not authorized to talk with reporters, said that at least three Marines were being taken by helicopter to a local hospital for burns and smoke inhalation.
The extent of their injuries is not yet known.
The training involved Charlie Co., 1st Battalion, 1st Marines, an infantry unit situated at the northern end of the base at Camp Horno. The unit was carrying out a Combat Readiness Evaluation, the source added.
Camp Pendleton’s media relations office confirmed there was an incident involving an AAV fire on base, but directed questions to 1st Marine Division.
“All Marines are currently being treated for injuries. Our thoughts and prayers are with the Marines and their families as they receive medical care. Officials are investigating the circumstances surrounding the incident at this time,” 1st Marine Division spokesman 1st Lt. Paul Gainey said in a statement.
This post will be updated as more details become available.
Sgt. 1st Class Charles Martland is being forcibly separated from the U.S. Army because officials say he beat up an Afghan commander, but he recently received a extension on the period in which he can appeal this decision.
In 2011, the Green Beret and Bronze Star recipient admitted to assaulting a local Afghan police commander who he says laughed about raping a boy in Kunduz province. Martland was recommended for involuntary separation through the Army’s qualitative management program in 2015, but wishes to remain in the Army. Then-Army Secretary John McHugh gave him a temporary reprieve. He now has until May 1, 2016 to file an appeal.
Martland, an 11-year veteran currently assigned to the U.S. Army Special Operations Command, had the support of California Representative Duncan Hunter, himself a Marine Corps veteran, and the Veterans of Foreign Wars. Hunter sent a letter to Senator Pat Roberts stating that Martland he has “the full support of his command and immediate leadership.”
Capt. Daniel Quinn was with Martland during the assault and has since left the army.
Quinn and Martland were told by the boy and his mother that the boy was tied to a post and raped repeatedly. Quinn verified the story with locals from other villages. The two Green Berets invited the commander to their base. Martland says he and Quinn only roughly removed the commander from their shared base, while the commander alleges Martland beat him up.
“After the child rapist laughed it off and referenced that it was only a boy, Captain Quinn picked him up and threw him,” Martland wrote in a statement ordered by Rep.Hunter. Martland then proceeded to “body slam him multiple times,” kick him in the rib cage, and put his foot on his neck. “I continued to body slam him and throw him for fifty meters until he was outside the camp,” Martland writes. “He was never knocked out, and he ran away from our camp.”
The incident lasted no more than five minutes, according to the statement.
Obviously, having to eject from a multi-million dollar aircraft of any kind is the last thing on a pilot’s bucket list (and is dangerous enough to actually be the last thing on the pilot’s bucket list). The truth is that, as in any military job function, things don’t always go as planned, even for the men and women fighting at a few thousand feet above the Earth.
The technology surrounding the ejection of any pilot is really incredible. After more than a century in the making, ejections can be made at supersonic speeds and at altitudes where there is little oxygen in the air. The canopy blows open, the air rushes in, and in one-tenth of a second, the pilot(s) are on their way to safety. The tech has come a long way since and the chances of a successful ejection are up from 50% in the 1940s. A lot happened in the meantime. Here are 11 things you may not have known before.
1. The first successful ejection was in 1910 and was initiated by bungee cord.
In 1916, one of the inventors of a type of parachute also invented an ejection seat powered by compressed air.
2. The German Luftwaffe perfected the ejection seat during WWII. The first combat ejection was in 1942.
The Focke-Wulf FW190 Würger testing ejection seat
Two German companies, Heinkel and SAAB (of the automobile fame) were working on their own types of ejection seats. The pilot of the first ejection bailed out because his control surfaces iced over.
3. Some aircraft, like the supersonic F-111, used pods to eject the crews. The B-58 Hustler tested its ejection system by ejecting bears.
Because parachutes need time to open, early zero-zero (zero altitude, zero airspeed) ejection seats used a kind of cannon to shoot the pilot out once they cleared the canopy. This put incredible forces on the pilot.
5. Before zero-zero seats, safe ejections required minimum altitudes and airspeeds.
Modern zero-zero technology uses small rockets to propel the seat upward and a small explosive to open the parachute canopy, cutting the time needed for the chute to open and saving the forces on the pilot.
6. The most common reason ejections fail is aviators wait too long to eject.
A recent study found the survival rate for ejection was as high as 92%, but the remaining 8% is usually because the pilot waited until the last second to eject.
7. Seats in planes like the B-1 Bomber eject at different angles so they don’t collide.
A two-ship of B-1B Lancers assigned to the 28th Bomb Squadron, Dyess Air Force Base, Texas, release chaff and flares while maneuvering over New Mexico during a training mission Feb. 24, 2010. Dyess celebrates the 25th anniversary of the first B-1B bomber arriving at the base. (U.S. Air Force photo by Master Sgt. Kevin J. Gruenwald)
The B-1B Lancer has a crew of four and their seats are designed so that the seats are positioned at different angles and different intervals to avoid mid-air collisions. The B-1A used a capsule for the crew.
8. Depending on altitude and airspeed, the seats accelerate upward between 12 and 20 Gs.
That’s just the upward thrust. Pilots have ejected in speeds exceeding 800 miles per hour (the speed of sound is 767.2 mph) and from altitudes as high as 57,000 feet.
9. Ejection seat manufacturer Martin-Baker gives a certificate, tie, and patch to aviators who join the “Martin-Baker Fan Club” by successfully ejecting.
The first pilot was a Royal Air Force airman who ejected over what was then Rhodesia in January 1957. Since then, over 5800 registered members have joined.
10. The interval between ejections in a two-seat plane like the F-14 Tomcat is about half a second.
The RIO (Radar Intercept Officer) goes first, then the pilot (Goose then Maverick, but in real life, Goose would probably survive.)
11. Ejection seats have saved more than 7,000 people.
Not Goose, of course. (Should have followed F-14 NATOPS boldface procedures. RIP, shipmate . . .)
An agency spokesman told Hawaii News Now that the password is authentic, and had been used for an “internal application” that he believed was no longer being used.
While these computers are unrelated to the system that sent the false missile alert, the photo raises questions about the approach to information security at the agency. (On the other screen, another note reminds the user to “SIGN OUT.”)
Writing down passwords isn’t a strict security no-no. Some experts say that keeping a hard copy of a password in your wallet is defensible — if you can keep the piece of paper secure. But a note on a monitor is not secure, especially if it’s for computer systems dedicated to keeping people safe.
The photo has already drawn some ridicule from those in the operational-security industry.
Here’s what the system that sent the false alert on Jan. 13 looks like:
This is the screen that set off the ballistic missile alert on Saturday. The operator clicked the PACOM (CDW) State Only link. The drill link is the one that was supposed to be clicked. #Hawaiipic.twitter.com/lDVnqUmyHa