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Bekasi, Saco-Indonesia.com - Selama ini kebiasaan menonton televisi dikaitkan dengan banyak penyakit, mulai dari obesitas hingga penyakit mata. Namun baru-baru ini peneliti juga mengungkap bahwa terlalu sering menonton televisi juga bisa merusak otak anak-anak. Peneliti menemukan bahwa menonton televisi bisa mengubah struktur otak anak dan secara perlahan merusaknya.
Lebih sering anak menonton televisi dan dalam waktu yang lama, maka lebih banyak pula perubahan struktur yang terjadi pada otak mereka. Hasil ini ditemukan setelah peneliti Jepang mengamati 276 anak berusia lima sampai 18 tahun yang menghabiskan hingga empat jam sehari di depan televisi. Anak-anak tersebut rata-rata menghabiskan waktu dua jam setiap hari.
Scan MRI pada otak menunjukkan bahwa anak yang menghabiskan lebih banyak waktu menonton televisi memiliki bagian abu-abu di otak bagian frontopolar cortex mereka. Bertambahnya bagian abu-abu berkaitan dengan menurunnya kemampuan verbal anak dan tingkat kecerdasan mereka, ungkap peneliti dari Tohoku University di Sendai, seperti dilansir oleh Daily Mail (10/01).
Peneliti menjelaskan bahwa sebelumnya efek menonton televisi pada otak anak-anak belum pernah diteliti. Mereka menekankan bahwa menonton televisi berkaitan dengan perkembangan saraf pengetahuan pada otak anak. Orang tua sebaiknya mengawasi jumlah waktu yang dihabiskan anak mereka di depan televisi.
Hasil penelitian yang dipublikasikan dalam jurnal Cerebral Cortex ini menekankan kaitan antara menonton televisi dengan perubahan struktur pada otak anak. Sayangnya mereka tak melakukan penelitian terhadap efek kegiatan lain pada otak, seperti membaca buku, berolahraga, atau bersosialisasi dengan teman.
Editor : Maulana Lee> Kalau Terlalu banyak nonton TV bisa merusak otak anak!
Kami penyedia jasa sewa notebook/laptop dan sewa komputer dengan memusatkan diri untuk bisa menjadi partner yang bisa diandalkan oleh masyarakat Indonesia dalam perihal sewa notebook dan komputer.
Sesuai slogan kami “kecewaan pelanggan adalah hal nomor satu yang dihindari, kepuasan Pelanggan telah menjadi satu-satunya acuan, serta tujuan .”maka kami juga akan memacu kinerja menyediakan sewa notebook dan komputer untuk selalu memberikan yang terbaik untuk Anda.
Adapun notebook/laptop yang kami sewa-kan dengan bermacam-macam merk Notebook seperti Acer, Toshiba, Dell, Lenovo, Goodwin, Hasee, dan lain-lain yang tentunya sesuai kebutuhan IT untuk Saat ini dengan Spesifikasi,Notebook Intel Core2uo, Notebook Intel Corei3, Notebook Intel Corei5, Notebook Intel Corei7 Dengan Hardisk dan RAM yang bervariasi , Menyesuaikan kebutuhan customer.
Percayakan sewa notebook/Laptop dan sewa Komputer anda pada kami,
Tersedia Notebook/laptop dan komputer dengan Jumlah besar
Notebook/laptop dan komputer berbagai merk
Perangkat Notebook/laptop dan komputer yang up to date
Berpengalaman sewa notebook/laptop dan komputer bertahun-tahun
Terima order sewa skala kecil & Order sewa skala Besar
Harga sewa yang murah Serta Service memuaskan.> SEWA LAPTOP MURAH DI JAKARTA
Bekasi, Saco-Indonesia.com — Asian Agri Group (AAG) menyatakan sanggup membayar denda pajak senilai Rp 2,5 triliun. Namun, atas dasar kelangsungan usaha, Kejaksaan Agung pun telah menyetujui pembayaran pertama Asian Agri sebesar Rp 719.955.391.304.
Jaksa Agung RI Basrief Arief di Kejaksaan Agung, Jakarta, Kamis (30/1/2014), mengatakan, kekurangan denda pajak akan dibayarkan dengan dicicil setiap bulan Rp 200 miliar. "Yang Rp 1,8 triliun lagi itu dibayar per bulan Rp 200 miliar dan akan berakhir bulan Oktober 2014. Ini yang sudah kita sepakati," kata Basrief.
Ia yakin Asian Agri patuh memenuhi cicilan. Hal itu lantaran, sebagai jaminan pembayaran cicilan tiap bulan, Asian Agri telah menjaminkan sebanyak 126 giro bilyet. Basrief mengatakan, jaminan sudah diserahkan ke Bank Mandiri. Ia menambahkan bahwa dirinya telah bertemu dengan Direktur Utama Bank Mandiri untuk memberikan atensi lebih pada kasus ini.
Saat ditanya perihal landasan hukum denda pajak bisa dicicil, Basrief mengatakan memang tidak ada dasar hukumnya. Ia justru meminta pakar asset recovery, Andi Lolo, yang juga hadir di Kejaksaan Agung pagi ini, untuk menjelaskan.
"Berkaitan masalah bisa dicicil, memang tidak ada ketentuan yang mengatur, tapi mungkin Pak Andi Lolo bisa menyampaikan pendapatnya. Yang jelas yang dilakukan jaksa kita sudah melakukan putusan," terang Basrief.
"Seperti yang saya katakan tadi, total nominal yang begitu besar pasti menimbulkan kerepotan sendiri. Bagaimanapun juga, perusahaan harus tetap jalan, ada 25.000 karyawan, dan 29.000 petani plasma. Yang penting negara dapat melaksanakan sesuai putusan itu," katanya.
Berdasarkan putusan MA No.2239K/PID.SUS/2012 tanggal 18 Desember 2012, Asian Agri dinyatakan kurang membayar pajak pada periode 2002-2005 senilai Rp 1,25 triliun dan denda Rp 1,25 triliun. Total yang harus dibayarkan Rp 2,5 triliun. Jika tidak dibayar hingga tenggat 1 Februari 2014, aset Asian Agri yang di antaranya 14 perusahaan kelapa sawit terancam disita.
Editor : Maulana Lee> Asian Agri Akan Cicil Rp 200 Miliar Per Bulan, Jaksa Agung
Jasa Pengiriman Barang - Ketepatan waktu hantaran adalah salah satu hal yang sangat paling krusial dalam memilih jasa kargo. Ketepatan waktu juga sangat dipengaruhi oleh modal transportasinya. Urutan transportasi terbaik telah berdasarkan ketepatan waktu adalah sebagai berikut :
Transportasi via udara atau pesawat terbang adalah perusahaan jasa kargo yang telah mengkhususkan diri untuk dapat memberikan service pengiriman lewat pesawat terbang. Ketepatan waktu jenis layanan ini juga cukup bisa diandalkan, kecuali pada momen momen liburan seperti Lebaran, Tahun Baru dan Natal. Karena pada situasi peak season seperti itu, biasanya airlines overload, sehingga dapat mengurangi performa service cargo. Moda transportasi jenis ini tarif pengirimannya paling mahal.
Transportasi via kereta express adalah perusahaan jasa kargo yang telah mengkhususkan diri untuk dapat memberikan service pengiriman lewat kereta express (kereta Argo Anggrek dan Kereta Express Bima). Kedua kereta tersebut sebenarnya adalah kereta penumpang express, yang telah dilengkapi dengan satu gerbong barang di belakang. Ketepatan waktu jenis layanan ini juga cukup bagus, karena ketepatan jadwal kereta express selama ini bisa diandalkan. Kelemahan dari layanan ini adalah ababila ada kecelakaan kereta, sehingga bisa dipastikan akan ada keterlambatan barang.
Transportasi via Kereta Parcel (kereta barang). Bedanya dengan kereta express adalah, bahwa kereta ini sama sekali tidak ada gerbong penumpang. Jadi, seluruh gerbongnya adalah gerbong barang. Kendalanya hampir mirip dengan kereta express.
Transportasi via truk, sering disebut sebagai trucking. Yaitu suatu jasa kargo yang telah memanfaatkan jasa truk untuk proses pengiriman barang. Kargo jenis ini performa ketepatan waktu kurang bagus, karena sangat tergantung oleh man power (sopir), armada truk, dan kepadatan di jalan raya.
Transportasi via kapal cargo adalah transportasi dengan menggunakan jasa kapal kargo atau sering disebut menggunakan kontainer. Performa tentang kecepatan dan ketepatan waktu adalah paling rendah. Walaupun begitu moda transportasi ini tidak memiliki tarif jasa pengiriman barang paling murah, jika dibandingkan dengan ke empat moda transportasi di atas.
> JASA PENGIRIMAN BARANG
Editor : Dian Sukmawati
Ada yang belum mengetahui secara pasti tahun kepergian haji dan umroh, padahal calon jamaah sudah mendaftar namun tidak tahu secara jelas kapan berangkat, berikut panduan cara mengetahuinya secara online:
1. Setelah mendaftar jamaah akan mendapat bukti setoran awal BPIH yang mencantumkan nomor porsi haji.
2. Silahkan menghubungi Call Center Haji di No. 021-500 425 untuk mengecek tahun keberangkatan dari nomor porsi haji Anda.
3. Mintalah bantuan travel bila anda belum dapat nomor porsi sebagai bukti legal anda adalah jamaah yang yang terdaftar di Depag.
4. Jamaah harus sabar dalam menunggu antrian berangkat, walaupun haji plus saat ini harus antri beberapa tahun.
5. Dengan mendapat nomor porsi berarti anda adalah jamaah haji kuota Depag Resmi ( haji non-kuota tidak ada nomor porsi )
Sumber : http://www.cheria-travel.com
Baca Artikel Lainnya : TOUR KE MASJID MERAH CIREBON> MENGETAHUI CARA KEBERANGKATAN HAJI
Mr. Alger, who served five terms from Texas, led Republican women in a confrontation with Lyndon B. Johnson that may have cost Richard M. Nixon the 1960 presidential election.Bruce Alger, 96, Dies; Led â€˜Mink Coatâ€™ Protest Against Lyndon Johnson | PAKET UMROH BULAN JANUARI 2016
The live music at the Vice Media party on Friday shook the room. Shane Smith, Vice’s chief executive, was standing near the stage — with a drink in his hand, pants sagging, tattoos showing — watching the rapper-cum-chef Action Bronson make pizzas.
The event was an after-party, a happy-hour bacchanal for the hundreds of guests who had come for Vice’s annual presentation to advertisers and agencies that afternoon, part of the annual frenzy for ad dollars called the Digital Content NewFronts. Mr. Smith had spoken there for all of five minutes before running a slam-bang highlight reel of the company’s shows that had titles like “Weediquette” and “Gaycation.”
In the last year, Vice has secured $500 million in financing and signed deals worth hundreds of millions of dollars with established media companies like HBO that are eager to engage the young viewers Vice attracts. Vice said it was now worth at least $4 billion, with nearly $1 billion in projected revenue for 2015. It is a long way from Vice’s humble start as a free magazine in 1994.
But even as cash flows freely in Vice’s direction, the company is trying to keep its brash, insurgent image. At the party on Friday, it plied guests with beers and cocktails. Its apparently unrehearsed presentation to advertisers was peppered with expletives. At one point, the director Spike Jonze, a longtime Vice collaborator, asked on stage if Mr. Smith had been drinking.
“My assistant tried to cut me off,” Mr. Smith replied. “I’m on buzz control.”
Now, Vice is on the verge of getting its own cable channel, which would give the company a traditional outlet for its slate of non-news programming. If all goes as planned, A&E Networks, the television group owned by Hearst and Disney, will turn over its History Channel spinoff, H2, to Vice.
The deal’s announcement was expected last week, but not all of A&E’s distribution partners — the cable and satellite TV companies that carry the network’s channels — have signed off on the change, according to a person familiar with the negotiations who spoke on the condition of anonymity because the talks were private.
A cable channel would be a further step in a transformation for Vice, from bad-boy digital upstart to mainstream media company.
Keen for the core audience of young men who come to Vice, media giants like 21st Century Fox, Time Warner and Disney all showed interest in the company last year. Vice ultimately secured $500 million in financing from A&E Networks and Technology Crossover Ventures, a Silicon Valley venture capital firm that has invested in Facebook and Netflix.
Those investments valued Vice at more than $2.5 billion. (In 2013, Fox bought a 5 percent stake for $70 million.)
Then in March, HBO announced that it had signed a multiyear deal to broadcast a daily half-hour Vice newscast. Vice already produces a weekly newsmagazine show, called “Vice,” for the network. That show will extend its run through 2018, with an increase to 35 episodes a year, from 14.
Michael Lombardo, HBO’s president for programming, said when the deal was announced that it was “certainly one of our biggest investments with hours on the air.”
Vice, based in Brooklyn, also recently signed a multiyear $100 million deal with Rogers Communications, a Canadian media conglomerate, to produce original content for TV, smartphone and desktop viewers.
Vice’s finances are private, but according to an internal document reviewed by The New York Times and verified by a person familiar with the company’s financials, the company is on track to make about $915 million in revenue this year.
It brought in $545 million in a strong first quarter, which included portions of the new HBO deal and the Rogers deal, according to the document. More of its revenue now comes from these types of content partnerships, compared with the branded content deals that made up much of its revenue a year ago, the company said.
Mr. Smith said the company was worth at least $4 billion. If the valuation gets much higher, he said he would consider taking the company public.
“I don’t care about money; we have plenty of money,” Mr. Smith, who is Vice’s biggest shareholder, said in an interview after the presentation on Friday. “I care about strategic deals.”
In the United States, Vice Media had 35.2 million unique visitors across its sites in March, according to comScore.
The third season of Vice’s weekly HBO show has averaged 1.8 million viewers per episode, including reruns, through April 12, according to Brad Adgate, the director of research at Horizon Media. (Vice said the show attracted three million weekly viewers when repeat broadcasts, online and on-demand viewings were included.)
For years, Mr. Smith has criticized traditional TV, calling it slow and unable to draw younger viewers. But if all the deals Vice has struck are to work out, Mr. Smith may have to play more by the rules of traditional media. James Murdoch, Rupert Murdoch’s son and a member of Vice’s board, was at the company’s presentation on Friday, as were other top media executives.
“They know they need people like me to help them, but they can’t get out of their own way,” Mr. Smith said in the interview Friday. “My only real frustration is we’re used to being incredibly dynamic, and they’re not incredibly dynamic.”
With its own television channel in the United States, Vice would have something it has long coveted even as traditional media companies are looking beyond TV. Last year, Vice’s deal with Time Warner failed in part because the two companies could not agree on how much control Vice would have over a 24-hour television network.
Vice said it intended to fill its new channel with non-news programming. The company plans to have sports shows, fashion shows, food shows and the “Gaycation” travel show with the actress Ellen Page. It is also in talks with Kanye West about a show.
It remains to be seen whether Vice’s audience will watch a traditional cable channel. Still, Vice has effectively presold all of the ad spots to two of the biggest advertising agencies for the first three years, Mr. Smith said.
In the meantime, Mr. Smith is enjoying Vice’s newfound role as a potential savior of traditional media companies.
“I’m a C.E.O. of a content company,” Mr. Smith said before he caught a flight to Las Vegas for the boxing match on Saturday between Floyd Mayweather Jr. and Manny Pacquiao. “If it stops being fun, then why are you doing it?”As Vice Moves More to TV, It Tries to Keep Brash Voice | PAKET UMROH BULAN JANUARI 2016
Baltimore residents prepared to resume the more familiar rhythms of their lives as days passed without new bouts of widespread rioting and as the National Guard began to pull its troops from the city.In Baltimore, National Guard Pullout Begins as Citywide Curfew Is Lifted | PAKET UMROH BULAN JANUARI 2016
Mr. Tepper was not a musical child and had no formal training, but he grew up to write both lyrics and tunes, trading off duties with the other member of the team, Roy C. Bennett.Sid Tepper Dies at 96; Delivered â€˜Red Roses for a Blue Ladyâ€™ and Other Songs | PAKET UMROH BULAN JANUARI 2016
Ms. Meadows was the older sister of Audrey Meadows, who played Alice Kramden on “The Honeymooners.”Jayne Meadows, Actress and Steve Allenâ€™s Wife and Co-Star, Dies at 95 | PAKET UMROH BULAN JANUARI 2016
WASHINGTON — During a training course on defending against knife attacks, a young Salt Lake City police officer asked a question: “How close can somebody get to me before I’m justified in using deadly force?”
Dennis Tueller, the instructor in that class more than three decades ago, decided to find out. In the fall of 1982, he performed a rudimentary series of tests and concluded that an armed attacker who bolted toward an officer could clear 21 feet in the time it took most officers to draw, aim and fire their weapon.
The next spring, Mr. Tueller published his findings in SWAT magazine and transformed police training in the United States. The “21-foot rule” became dogma. It has been taught in police academies around the country, accepted by courts and cited by officers to justify countless shootings, including recent episodes involving a homeless woodcarver in Seattle and a schizophrenic woman in San Francisco.
Now, amid the largest national debate over policing since the 1991 beating of Rodney King in Los Angeles, a small but vocal set of law enforcement officials are calling for a rethinking of the 21-foot rule and other axioms that have emphasized how to use force, not how to avoid it. Several big-city police departments are already re-examining when officers should chase people or draw their guns and when they should back away, wait or try to defuse the situationPolice Rethink Long Tradition on Using Force | PAKET UMROH BULAN JANUARI 2016
The 6-foot-10 Phillips played alongside the 6-11 Rick Robey on the Wildcats team that won the 1978 N.C.A.A. men’s basketball title.Mike Phillips, Half of Kentuckyâ€™s â€˜Twin Towersâ€™ of Basketball, Dies at 59 | PAKET UMROH BULAN JANUARI 2016
A lapsed seminarian, Mr. Chambers succeeded Saul Alinsky as leader of the social justice umbrella group Industrial Areas Foundation.Edward Chambers, Early Leader in Community Organizing, Dies at 85 | PAKET UMROH BULAN JANUARI 2016
Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.
Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.
Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.
Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.
“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”
Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.
The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.
They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.
A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.
Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.
What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.
It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)
A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.
The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.
It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.
High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.
But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.
In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.
A former member of the Boston Symphony Orchestra, Mr. Smedvig helped found the wide-ranging Empire Brass quintet.Rolf Smedvig, Trumpeter in the Empire Brass, Dies at 62 | PAKET UMROH BULAN JANUARI 2016
WASHINGTON — The former deputy director of the C.I.A. asserts in a forthcoming book that Republicans, in their eagerness to politicize the killing of the American ambassador to Libya, repeatedly distorted the agency’s analysis of events. But he also argues that the C.I.A. should get out of the business of providing “talking points” for administration officials in national security events that quickly become partisan, as happened after the Benghazi attack in 2012.
The official, Michael J. Morell, dismisses the allegation that the United States military and C.I.A. officers “were ordered to stand down and not come to the rescue of their comrades,” and he says there is “no evidence” to support the charge that “there was a conspiracy between C.I.A. and the White House to spin the Benghazi story in a way that would protect the political interests of the president and Secretary Clinton,” referring to the secretary of state at the time, Hillary Rodham Clinton.
But he also concludes that the White House itself embellished some of the talking points provided by the Central Intelligence Agency and had blocked him from sending an internal study of agency conclusions to Congress.
“I finally did so without asking,” just before leaving government, he writes, and after the White House released internal emails to a committee investigating the State Department’s handling of the issue.
A lengthy congressional investigation remains underway, one that many Republicans hope to use against Mrs. Clinton in the 2016 election cycle.
In parts of the book, “The Great War of Our Time” (Twelve), Mr. Morell praises his C.I.A. colleagues for many successes in stopping terrorist attacks, but he is surprisingly critical of other C.I.A. failings — and those of the National Security Agency.
Soon after Mr. Morell retired in 2013 after 33 years in the agency, President Obama appointed him to a commission reviewing the actions of the National Security Agency after the disclosures of Edward J. Snowden, a former intelligence contractor who released classified documents about the government’s eavesdropping abilities. Mr. Morell writes that he was surprised by what he found.
“You would have thought that of all the government entities on the planet, the one least vulnerable to such grand theft would have been the N.S.A.,” he writes. “But it turned out that the N.S.A. had left itself vulnerable.”
He concludes that most Wall Street firms had better cybersecurity than the N.S.A. had when Mr. Snowden swept information from its systems in 2013. While he said he found himself “chagrined by how well the N.S.A. was doing” compared with the C.I.A. in stepping up its collection of data on intelligence targets, he also sensed that the N.S.A., which specializes in electronic spying, was operating without considering the implications of its methods.
“The N.S.A. had largely been collecting information because it could, not necessarily in all cases because it should,” he says.
The book is to be released next week.
Mr. Morell was a career analyst who rose through the ranks of the agency, and he ended up in the No. 2 post. He served as President George W. Bush’s personal intelligence briefer in the first months of his presidency — in those days, he could often be spotted at the Starbucks in Waco, Tex., catching up on his reading — and was with him in the schoolhouse in Florida on the morning of Sept. 11, 2001, when the Bush presidency changed in an instant.
Mr. Morell twice took over as acting C.I.A. director, first when Leon E. Panetta was appointed secretary of defense and then when retired Gen. David H. Petraeus resigned over an extramarital affair with his biographer, a relationship that included his handing her classified notes of his time as America’s best-known military commander.
Mr. Morell says he first learned of the affair from Mr. Petraeus only the night before he resigned, and just as the Benghazi events were turning into a political firestorm. While praising Mr. Petraeus, who had told his deputy “I am very lucky” to run the C.I.A., Mr. Morell writes that “the organization did not feel the same way about him.” The former general “created the impression through the tone of his voice and his body language that he did not want people to disagree with him (which was not true in my own interaction with him),” he says.
But it is his account of the Benghazi attacks — and how the C.I.A. was drawn into the debate over whether the Obama White House deliberately distorted its account of the death of Ambassador J. Christopher Stevens — that is bound to attract attention, at least partly because of its relevance to the coming presidential election. The initial assessments that the C.I.A. gave to the White House said demonstrations had preceded the attack. By the time analysts reversed their opinion, Susan E. Rice, now the national security adviser, had made a series of statements on Sunday talk shows describing the initial assessment. The controversy and other comments Ms. Rice made derailed Mr. Obama’s plan to appoint her as secretary of state.
The experience prompted Mr. Morell to write that the C.I.A. should stay out of the business of preparing talking points — especially on issues that are being seized upon for “political purposes.” He is critical of the State Department for not beefing up security in Libya for its diplomats, as the C.I.A., he said, did for its employees.
But he concludes that the assault in which the ambassador was killed took place “with little or no advance planning” and “was not well organized.” He says the attackers “did not appear to be looking for Americans to harm. They appeared intent on looting and conducting some vandalism,” setting fires that killed Mr. Stevens and a security official, Sean Smith.
Mr. Morell paints a picture of an agency that was struggling, largely unsuccessfully, to understand dynamics in the Middle East and North Africa when the Arab Spring broke out in late 2011 in Tunisia. The agency’s analysts failed to see the forces of revolution coming — and then failed again, he writes, when they told Mr. Obama that the uprisings would undercut Al Qaeda by showing there was a democratic pathway to change.
“There is no good explanation for our not being able to see the pressures growing to dangerous levels across the region,” he writes. The agency had again relied too heavily “on a handful of strong leaders in the countries of concern to help us understand what was going on in the Arab street,” he says, and those leaders themselves were clueless.
Moreover, an agency that has always overvalued secretly gathered intelligence and undervalued “open source” material “was not doing enough to mine the wealth of information available through social media,” he writes. “We thought and told policy makers that this outburst of popular revolt would damage Al Qaeda by undermining the group’s narrative,” he writes.
Instead, weak governments in Egypt, and the absence of governance from Libya to Yemen, were “a boon to Islamic extremists across both the Middle East and North Africa.”
Mr. Morell is gentle about most of the politicians he dealt with — he expresses admiration for both Mr. Bush and Mr. Obama, though he accuses former Vice President Dick Cheney of deliberately implying a connection between Al Qaeda and Iraq that the C.I.A. had concluded probably did not exist. But when it comes to the events leading up to the Bush administration’s decision to go to war in Iraq, he is critical of his own agency.
Mr. Morell concludes that the Bush White House did not have to twist intelligence on Saddam Hussein’s alleged effort to rekindle the country’s work on weapons of mass destruction.
“The view that hard-liners in the Bush administration forced the intelligence community into its position on W.M.D. is just flat wrong,” he writes. “No one pushed. The analysts were already there and they had been there for years, long before Bush came to office.”Ex-C.I.A. Official Rebuts Republican Claims on Benghazi Attack in â€˜The Great War of Our Timeâ€™ | PAKET UMROH BULAN JANUARI 2016
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