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Originally posted by Fichorka
Originally posted by EmVeeFF
Originally posted by Fichorka
reply to post by Yankee451
We exalt our leaders who are able to kill women and children
Can you give us some examples of leaders you mentioned?
I think you can see where this is going...
Who the hell exalts presidents you just listed? - Almost none! We aren't that screwed to be proud of "leaders who are able to kill women and children".
Most American psychos in training don’t learn history, or if they do, it is the sanitized version provided by State reeducation centers. We’re taught to think of Nazis and Hitler as the worst evil to have visited our little world
Let’s say you are a real psycho…not just pretend like the rest of us.
You have no remorse. You could skin a puppy alive and feel nothing, and probably have, and probably enjoyed it. You have unlimited financial resources. You and your buddies control most of the world’s media, which means you control most of the world’s information, which means you control most of the world’s minds.
However involved the Mossad was in 911, Israeli involvement should be considered another layer in the gangster’s mind-# they’re playing on you, or did you forget that religion is the original and ultimate propaganda tool? Israel’s very existence has nothing to do with “Judaism”, and everything to do with psychotic Imperialism and every-day, run-of-the-mill Western Colonialism. I suspect this is the real reason Americans give Israel a free ride, because they’re doing to the indigenous population of their colony, exactly what Americans have been doing our indigenous population for the last 600 years. That and the fact that they’re a bunch of xenophobic psychopaths, just like us.
The psychos are in charge, always have been and always will be until you take advantage of the lessons of 911, when they pulled back the curtain and allowed you to see the little man behind it pulling levers and speaking into the microphone. It’s up to you to realize OZ is an illusion. You’ve received a nasty bump on the head, and the rest of us are pining at your bedside waiting for you to wake up.
The only thing that bothers me today is, how did they keep this 9/11 demolition a secret? There must have been many people involved in rigging those buildings for demolition. All trained CIA? Not one has spoken the truth to date. It took quite awhile to plant all of those nanothermite explosives and rig them for a controlled demolition.
I'll get back to you!
They had the clout to claim as their own a large chunk of the biggest city in the world, and then when they realized it was an albatross, sell it to the Port Authority,
and I am serious best F in Post Ever you couldn't have said it any better!
I also noticed it is addressed to your Family did they read it and did you awaken their minds or did they reject it as many psychos do?
I noticed something very curious as I began my research. As I talked about my project with family, friends, colleagues, and students, I came to realize that very few had much knowledge about the Towers. Most knew that it was a pair of very tall office buildings, but that was about it. They did not know who built it or why. Eager to quantify this insight, I devised a short informal questionnaire: (1) Have you ever heard of the World Trade Center in New York City? (2) Would you recognize it if you saw a picture of it? (3) Have you ever visited it? (4) Do you know who is the owner-builder-landlord of the complex? I gave this questionnaire to hundreds of students at Rutgers University, most of them New Jersey residents quite familiar with New York City. Nearly all of them had heard of the World Trade Center, and said that they would recognize a picture. About half had visited the place, but only very few (a tiny percentage) could identify the owner-builder-landlord. Most people did not have a clue and were unwilling to venture a guess. Those who did guess were usually wrong. Some said it was the Rockefeller family; others said it was the city of New York; still others thought it was a group of Japanese investors.
The correct answer, of course, is the Port Authority of New York and New Jersey. Quite puzzled at the ignorance, I discussed my findings with the media-relations people at the agency. They told me that they had commissioned a similar, albeit formal and scientific study that had come up with the same basic conclusions. It wasn't just Rutgers undergraduates who were in the dark. Most people in the region, both young and old from both states, had no idea that the owner-builder-landlord was the Port Authority.
The plan was exciting and it did stimulate interest among potential tenants, but it also stimulated opposition; the Port Authority was unprepared for its ferocity. For the first time in its history, the agency was opposed by powerful members of the business community. These challengers were not the displaced store owners from the site, but major citywide real estate operators. They called upon the Port Authority to scale down its plans. They said that the proposed World Trade Center would be four times as large as necessary and would undermine the entire market for Manhattan office space.”
“Harold Uris spoke for the whole committee when he declared, ''They say they're going to rent four million square feet to export-import firms. That's twice the space in the Pan Am Building. I just don't believe they can do it. And when they find they can't, they're going to dump the space on the open market at reduced rents. With their tax advantages and the low rates they pay for money, they could rent for far less than I can and still break even. I'm not afraid of losing the tenants I have now. I'm afraid there won't be any tenants for the buildings I put up five years from now.
…Tobin was fond of quoting Daniel H. Burnham, the Chicago architect who built New York's first great skyscraper, the Flatiron Building, in 1902. "Make no small plans," said Tobin, quoting Burnham. "For they have no power to stir the blood."
Finally, Yamasaki revealed his ideas about two towers surrounded by a plaza and the other buildings. Yamasaki unveiled a drawing.
"It's great. It's a beautiful plan! Does it meet my program?" asked Tozzoli.
"No, it doesn't. It's two million feet short," said Yamasaki.
"Why is that?"
"You can't build buildings taller than eighty floors."
"Why is that?"
"They just don't do it"
"Yama, President Kennedy is going to put a man on the moon. I want you to build me the tallest buildings in the world."
The Port Authority was founded in the 1920s in an unusual burst of cooperation between two age-old rivals, the states of New York and New Jersey. From colonial days, there had been boundary disputes between the two states. At one point, things got so bitter that state policemen actually exchanged shots in the middle of the Hudson River. Early mapmakers chose the Hudson River as an easy-to-find boundary line, but that decision did not settle things. The two states kept arguing because each wanted to push the line to the other's shore. Finally, in 1834 they did the commonsense thing: they signed a treaty drawing the line down the middle of the river.
On April 30, 1921, the Port of New York Authority was officially established. It was the first interstate agency ever created under a clause in the U.S. Constitution that permits compacts between the states, with congressional approval. The Port Authority's area of jurisdiction was called "The Port District," a seventeen-county bistate region within a twenty-five-mile radius of the Statue of Liberty. The compact between the two states gave the new agency sweeping potential power: "The port authority shall constitute a body, both corporate and politic, with full power and authority to purchase, construct, lease and/or operate any terminal or transportation facility within said district.
To understand the World Trade Center, we first have to understand the Port Authority, the organization which built it. It is a complex story of money and politics, law and engineering, public service and personal pride. To build a monument requires a powerful builder. The scale of the World Trade Center was so massive that no other entity public or private could have built it. Constructing the Twin Towers involved packaging a unique blend of political, financial, and human resources that only the Port Authority could muster.
The Port Authority got started in the 1920s as a sleepy bridge-and-tunnel outfit, and it evolved over the following fifty years to become a master builder. Unrestrained by civil service salary caps, the agency was able to recruit and retain the very best talent. It had real estate specialists to assemble large parcels of land, top lawyers to draw up airtight contracts, engineers who were master builders, and (most important) accountants to make sure the bondholders were always paid on time. From this pool of talent, leaders were developed and brought up through the ranks. During this period through the Great Depression, World War II, and other crises the Port Authority acquired vast wealth and virtually unchecked power in its own domain. In the process, the Port Authority made both friends who helped to push its projects forward and enemies who put up fierce resistance.
The Port Authority, as it grew, cultivated an institutional "personality" much as people do. It developed an institutional way of doing things that encouraged people to get results rather than just "operate by the rules." Of course, the organization like other bureaucracies valued hard work, loyalty, and a sense of duty. In short, the Port Authority developed the personality of a New Yorker not of old Dutch New York or even of moneyed WASP New York, but of immigrant New York with hustle and ambition. The agency was led by people who were hard driving and fast talking.
This was a new kind of authority, a mega-authority, if you will, which would never go out of business as long as it could keep coming up with new projects.
If we accept the notion that institutions have personalities, then we might say that the Port Authority at its best is a paramilitary engineering agency that thrives on adversity. The agency was full of seasoned military veterans who loved to build things and fix them if they were only given a chance to do so. Now they had that chance.
When Tobin arrives, he is driven through the whole building right to the nearest door. Advance notice comes in, and the elevator operators put on white gloves. Tobin gets out of the car and squares his shoulders. His posture is terrific. He is whisked to the executive, offices on the fifteenth floor. It is practically like the admiral of the fleet has arrived.
The agency unabashedly took a masculine outlook on the world. It favored the functional over the decorative, the vernacular over the genteel. Its public works projects were created unselfconsciously, with thought only to whether they would work, not on how they would look. Its bridges and tunnels were all business; they put form after function. The agency developed ladders of promotion that, while taking seniority into account, mainly rewarded initiative. It favored male recruits with backgrounds in engineering or law. Though it was never made explicit, a tour of duty in the military especially in the U.S. Navy helped to place a newcomer on the fast track to promotion. Engineers especially found the Port Authority to be a place that was a manly environment rewarding the brave and the courageous. At the same time, they found it to be intellectually stimulating and engaging. The best way to be promoted was to get appointed to a challenging project with an element of risk and to make a success of it. Not just an engineering success, but a financial success as well. As the Port Authority enjoyed success after success, it became a proud organization. Pride ultimately fueled the ambition to build the world's tallest building
It was in 1956 that a young U.S. Navy lieutenant from the civil engineering corps left the service and came to work for the Port Authority
Though Monti was supposed to begin a two-year tour in the navy, the Port Authority got the navy to postpone the service. Monti spent a year in the Port Authority junior executive training program serving in each major department for a short rotation.
Austin Tobin's power grew as he mastered the art of mobilizing the financial community, contractors, labor unions, insurance firms, and the press to serve his agency
Minoru Yamasaki will forever be remembered alongside America’s most profound architectural disaster. Whatever he was before 2001—which was dead, maligned, and mainly sliding away into obscurity—he is forever after the designer of the most ambitious modern structure ever to end up as a gaping hole
The first building was imploded on July 15, 1972. The following year the site was fenced off and then torn down, the remaining inhabitants relocated to other (comparable, if less infamous) projects. The Pruitt-Igoe site today at 34 vacant acres remains one of the largest development sites in St. Louis
We might expect to find reason for these professional failures in the misfortune of Yamasaki’s private life. Not surprisingly, the architect’s personal history was punctuated by its own string of disasters. He faced the harsh reality of being a nisei during World War II (relocated to the East Coast, Yamasaki escaped internment) and barely escaped death from a bleeding ulcer (just before completion of the Records Center and Pruitt-Igoe). He left his wife and three children, remarried, married again (a Japanese mail-order bride), and then finally remarried his first wife. Somewhere in between was a period of dismal health involving four operations in five months which left Yamasaki addicted to synthetic morphine.
A building commissioned in 1951 by the Department of Defense was built without a sprinkler system, and then burned in a spectacular fire. That building, the U.S. Military Personnel Records Center in St. Louis, Missouri, housed 38 million individual service records and 4,000 employees. When it was completed in 1956, the six-story concrete and aluminum behemoth was one of the twenty largest buildings in the world.
Less than twenty years later, in July 1973, a fire tore through the building, burning out of control for more than two days. It was the weekend of the official end of the draft, and the news was all bombs and impeachment. Over the previous two years, the Records Center had reported a dozen small fires, all started intentionally. This one, set shortly after midnight on July 12, appeared to be another case of arson. No one died in the blaze, set when only 50 employees were on duty, but sixteen to eighteen million military personnel files, many of them irreplaceable, were lost. Today, the Personnel Records Center informs those seeking information that, as a result of the fire, it cannot provide access to 80 percent of army files on personnel discharged between 1912 and 1960, as well as 75 percent of air force personnel discharged between 1947 and 1964. Information about hundreds of thousands of veterans vanished from the face of the earth. The building survived
If Yamasaki sometimes seemed a divining rod for the unlucky collision of history and architecture, it is because he unwittingly channeled weighty corporate and political forces through his choice of projects—the uneventful as much as the disastrous. For instance, Yamasaki’s authorship of two Saudi Arabian airports and one Saudi Monetary Agency Head Office is long forgotten. In the mid-1970s, the Saudis waited three whole years for Yamasaki to wrap up work in lower Manhattan so that he could come and attend to their architectural needs. While the prestigious commission for the central bank and new airports might have gone to any number of architects, the Saudi government insisted on Yamasaki’s team. The Dhahran airport terminal he had built for them way back in 1961 was, as the architect told it, “one of the few foreign-designed buildings that the Saudis felt reflected their history and culture.” The US and Saudi Arabia, two countries which we’ve recently come to misconstrue as polar opposites, both saw their values embodied in Yamasaki’s work—so much for a clash of civilizations
Yamasaki’s designs, a sort of corporate gothic, articulated the will of the institutions that commissioned them. It was an honor to have IBM, Consolidated Gas, the Defense Department, and the Port Authority of New York and New Jersey as his clients, even if they wanted their buildings with no fire sprinklers, or in a no man’s land, or too tall. “Since they were the client,” he said of the Records Building in St. Louis, “we went along with their option.” Yamasaki’s firm was selected for the design of the World Trade Center precisely because he could be counted on to be agreeable, to accommodate the developer’s demands
Part of the excitement of a big project like the World Trade Center was the sure knowledge by everyone that its construction would be a stimulus to the economy of the region. Based on the original cost estimate of $350 million, the Port Authority was expected to spend some $200 million in wages to labor. It was known that the job would require up to eight thousand men working at the site during peak periods of building. Material requirements for the project called for 200,000 tons of structural steel. Some 1.25 million man-hours of work would be needed to excavate 1.2 million cubic yards of earth and boulders, not to mention about 45,000 yards of bedrock prior to laying the foundations. The World Trade Center would require six million square feet of masonry walls and five million square feet of painted surfaces. Also needed would be 1,520 miles of wire, 400 miles of conduit, and 200,000 lighting fixtures. Toward the end of the project, ceiling workers would install seven million square feet of acoustical tile. Similarly, floor installers would lay seven million square feet of floors.
The process went smoothly until the "steel pipeline" was interrupted by a tugboat strike. Some of the critical pieces were huge. For example, the floor elements came in sections that were sixty feet long and twenty feet wide. Without tugboats there was no apparent way to get such elements across the river. Before long, work on the Twin Towers ground down to a halt. Ray Monti was annoyed with the strikers, frustrated with the lack of progress, and angry at the world. In any large job that involves working with other people, frictions are inevitable. The relationship between Monti, the former U.S. Navy man, and his boss, Malcolm Levy, the old "get-it-done" merchant mariner, was a stormy one even when things were going well. And now, with the tugboat strike in its sixth week, things were not going well.
Ray Monti put the phone down in disgust. The steel was of such size that there was no legal route that anyone knew of over the bridges. Truckers simply could not get through with those widths. The only way was by barge. Monti was stuck, but his whole Port Authority training had taught him that every problem has a solution. A few minutes later, he knew what to do. He picked up the phone and called the manager of the Sikorsky division of United Aircraft in Stratford, Connecticut.
the seven-ton floor panel, dropped by the helicopter, which still lies at the bottom of the Kill van Kull between the Bayonne shoreline and the foot of Clove Road to this very day. Port Authority police say that it presents no obstruction to navigation.
Over the next few days several more attempts were made, but the Port Authority was never successful at flying the steel. The newspapers reported the failed attempts. On Tuesday morning Monti received a call from an obscure trucking company which offered to truck the steel. Monti told the trucker on the phone that the biggest trucking companies in the region had all declared the task impossible. They simply could not find a suitable route.
The trucker said, "Look, my friend. You want to try me out? You pay me so much a load. Don't ask any questions about what I do or where I go. I'll deliver the steel, okay?
At a moment like this, a knowledge of textbook management procedures was worthless. What was needed was street smarts coupled with iron nerves. Monti said, "You've got it on a trial.
The trucker was paid in a lump sum for each load. Monti never asked what he did, but steel did start to arrive at the site.
In my subsequent research I learned that the trucker had transported the panels by convoy from Carteret to the Goethals Bridge, across Staten Island and over the Verrazano Narrows Bridge, north along the Brooklyn-Queens Expressway, across Manhattan Bridge and through a maze of lower Manhattan streets.
This, of course, was done at night and with the "cooperation" of all involved police departments. Ten panels were brought over each night in five trucks, enough to keep the construction schedule on target.