Veterans Day

Today is Veterans Day. As is common on this day, we think about the soldiers who died in the fields, as well as those serving out in harm’s way. But we should remember that is not all of our armed forces. I know. I work daily with the men and women of the U.S. Air Force who provide support from here at home to the warfighter overseas. Their contribution to our armed forces is just as important as those in danger. They help acquire the systems that make the warfighters’ jobs possible. They provide the back-home logistics support. They ensure that the families at home get what they need to provide the emotional support to those deployed. So when we thank the men and women in the uniformed services, let’s not forget those providing the support. They are veterans too, and they also serve the country. I am proud to work with them.

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Christmas Trees and Sukkahs

I just received an email from the chaplain at our co-located Air Force Base, which contained an interesting bit of trivia:

Unlike our Christian brothers and sisters who are not permitted to have a Christmas tree in the Mall here at the base, we, in fact, are permitted to have a Sukkah. Why? Because for Jews, eating in a Sukkah during Sukkot falls under the category of “religious obligation.” It is a commandment for all Jews to “dwell” in the Sukkah at this time.

I find this fascinating, and just had to share it. I wonder if there are other such obligations (or how the religious right would take this if they figured it out).

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Row, Row, Row Your Boat

I’ve been at a workshop all week. I just have to share a joke that was told at the workshop by someone working for the Air Force:

The Navy and the Air Force decided to have a canoe race on the Potomac River. Both teams practiced hard and long to reach their peak performance before the race. On the big day, the Navy won by a mile. Afterwards, the Air Force team became very discouraged and depressed. The officers of the Air Force team decided that the reason for the crushing defeat had to be found.

A “Metrics Team,” made up of senior officers was formed to investigate and recommend appropriate action. Their conclusion was that the Navy had 8 seamen rowing and 1 officer steering, while the Air Force had 1 airman rowing and 8 officers and NCOs steering.

So the senior officers of the Air Force team hired a consulting company and paid them incredible amounts of money. They advised that too many people were steering the boat and not enough people were rowing.

To prevent losing to the Navy again the next year, the Air Force Chief of Staff made historic and sweeping changes: the rowing team’s organizational structure was totally realigned to 4 steering officers, 3 area steering superintendents and 1 assistant superintendent steering NCO.

They also implemented a new performance system that would give the 1 airman rowing the boat greater incentive to work harder. It was called the “Air Force Rowing Team Quality Program”, with meetings, dinners, and a three-day pass for the rower. “We must give the rower empowerment and enrichment through this quality program.”

The next year the Navy won by 2 miles.

Humiliated, the Air Force leadership gave a letter of reprimand to the rower for poor performance. Initiated a $4 billion program for development of a new joint-service canoe, blamed the loss on a design defect in the paddles, and issued career continuation bonuses and leather rowing jackets to the beleaguered steering officers in the hopes they would stay for next year’s race.

Meanwhile, the Army team is still trying to figure out why the oars keep making divots in the grass when they’re rowing.

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Row, Row, Row Your Boat

I’ve been at a workshop all week. I just have to share a joke that was told at the workshop by someone working for the Air Force:

The Navy and the Air Force decided to have a canoe race on the Potomac River. Both teams practiced hard and long to reach their peak performance before the race. On the big day, the Navy won by a mile. Afterwards, the Air Force team became very discouraged and depressed. The officers of the Air Force team decided that the reason for the crushing defeat had to be found.

A “Metrics Team,” made up of senior officers was formed to investigate and recommend appropriate action. Their conclusion was that the Navy had 8 seamen rowing and 1 officer steering, while the Air Force had 1 airman rowing and 8 officers and NCOs steering.

So the senior officers of the Air Force team hired a consulting company and paid them incredible amounts of money. They advised that too many people were steering the boat and not enough people were rowing.

To prevent losing to the Navy again the next year, the Air Force Chief of Staff made historic and sweeping changes: the rowing team’s organizational structure was totally realigned to 4 steering officers, 3 area steering superintendents and 1 assistant superintendent steering NCO.

They also implemented a new performance system that would give the 1 airman rowing the boat greater incentive to work harder. It was called the “Air Force Rowing Team Quality Program”, with meetings, dinners, and a three-day pass for the rower. “We must give the rower empowerment and enrichment through this quality program.”

The next year the Navy won by 2 miles.

Humiliated, the Air Force leadership gave a letter of reprimand to the rower for poor performance. Initiated a $4 billion program for development of a new joint-service canoe, blamed the loss on a design defect in the paddles, and issued career continuation bonuses and leather rowing jackets to the beleaguered steering officers in the hopes they would stay for next year’s race.

Meanwhile, the Army team is still trying to figure out why the oars keep making divots in the grass when they’re rowing.

Note: This entry was originally posted on Observations Along The Road (on cahighways.org) as this entry by California Highway Guy. You may comment either here or there (where there are comment(s)).

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