obstacle courses In response to a fact-checking email, a spokesman for the USMC stressed that recruits are under supervision during the entirety of the Crucible, and that the area where the Crucible takes place is USMC property. In California, the Crucible takes place within Camp Pendleton; in Parris Island, South Carolina, it is an area around an old airstrip. Colonel Jim Gruny, commanding officer, Recruit Training Regiment, MCRD San Diego, wrote that “General Krulak pioneered the use of values-based training and a crucible to cement it among recruits. Krulak said his original intent for the Crucible as a culminating event was threefold. First, it would be the drill instructor’s last opportunity to give a ‘go or no go’ to the individual recruit. Second, it would ‘emphasize and reinforce all the core values training that was ongoing throughout recruit training’…Last, it would ‘bring the recruit from an emphasis on self-discipline to where we want them to be in combat, which is selflessness.’…Failure to complete the Crucible may require a recruit to be recycled to another Company with which he can undergo the Crucible again. He will only be dropped from the Marine Corps if he repeatedly fails to complete the Crucible or if he suffers an injury that prevents further military service.” Colonel Christopher Nash, commanding officer, Weapons and Field Training Battalion, wrote: “The Crucible is a 54-hour endurance event that marks the transformation from civilian to U.S. Marine. Recruits, over a three day period, will travel approximately 68 km on foot, eat no more than three MREs for the duration of the event and operate with less than four hours of sleep a night. The focus of the Crucible is core values and teamwork. Recruits must overcome 24 stations/obstacles, participate in three core values discussions and two night endurance events during the three days. No event can be completed alone. The Crucible culminates with a 16 km ‘Reaper’ hike in which an emblem ceremony occurs. During this event recruits earn the title Marine.”
during basic training Joey E. Klinger, “Analysis of the Perceptions of Training Effectiveness of the Crucible at Marine Corps Recruit Depot, San Diego” (PhD diss., Naval Postgraduate School, 1999); S. P. Dynan, Updating Tradition: Necessary Changes to Marine Corps Recruit Training (Quantico, Va.: Marine Corps Command and Staff College, 2006); M. C. Cameron, Crucible Marine on Point: Today’s Entry-Level Infantry Marine (Quantico, Va.: Marine Corps Command and Staff College, 2006); Michael D. Becker, “?‘We Make Marines’: Organizational Socialization and the Effects of ‘The Crucible’ on the Values Orientation of Recruits During US Marine Corps Training” (PhD diss., Indiana University of Pennsylvania, 2013); Benjamin Eiseman, “Into the Crucible: Making Marines for the 21st Century,” Military Review 80, no. 1 (2000): 94; Terry Terriff, “Warriors and Innovators: Military Change and Organizational Culture in the US Marine Corps,” Defense Studies 6, no. 2 (2006): 215–47; Antonio B. Smith, United States Marine Corps’ Entry-Level Training for Enlisted Infantrymen: The Marginalization of Basic Warriors (Quantico, Va.: Marine Corps Command and Staff College, 2001); William Berris, Why General Krulak Is the Marine Corps’ Greatest Strategic Leader (Carlisle Barracks, Penn.: U.S. Army War College, 2011); Terry Terriff, “Of Romans and Dragons: Preparing the US Marine Corps for Future Warfare,” Contemporary Security Policy 28, no. 1 (2007): 143–62; Marie B. Caulfield, Adaptation to First Term Enlistment Among Women in the Marine Corps (Boston: Veterans Administration Medical Center, 2000); Craig M. Kilhenny, “An Organizational Analysis of Marine Corps Recruit Depot, San Diego” (PhD diss., Naval Postgraduate School, 2003); Larry Smith, The Few and the Proud: Marine Corps Drill Instructors in Their Own Words (New York: W. W. Norton, 2007); Thomas M. Cook, Raymond W. Novaco, and Irwin G. Sarason, “Military Recruit Training as an Environmental Context Affecting Expectancies for Control of Reinforcement,” Cognitive Therapy and Research 6, no. 4 (1982): 409–27; Ross R. Vickers Jr. and Terry L. Conway, The Marine Corps Basic Training Experience: Psychosocial Predictors of Performance, Health, and Attrition (San Diego: Naval Health Research Center, 1983); Ross R. Vickers Jr. and Terry L. Conway, “Changes in Perceived Locus of Control During Basic Training” (paper presented at the Annual Meeting of the American Psychological Association: Toronto, Canada, August 24–28 (1984); Thomas M. Cook, Raymond W. Novaco, and Irwin G. Sarason, Generalized Expectancies, Life Experiences, and Adaptation to Marine Corps Recruit Training (Seattle: Washington University: Department of Psychology, 1980); R. R. Vickers Jr. et al., The Marine Corps Training Experience: Correlates of Platoon Attrition Rate Differences (San Diego: Naval Health Research Center, 1983).
force upon them Rosalie A. Kane et al., “Everyday Matters in the Lives of Nursing Home Residents: Wish for and Perception of Choice and Control,” Journal of the American Geriatrics Society 45, no. 9 (1997): 1086–93; Rosalie A. Kane et al., “Quality of Life Measures for Nursing Home Residents,” The Journals of Gerontology Series A: Biological Sciences and Medical Sciences 58, no. 3 (2003): 240–48; James R. Reinardy and Rosalie A. Kane, “Anatomy of a Choice: Deciding on Assisted Living or Nursing Home Care in Oregon,” Journal of Applied Gerontology 22, no. 1 (2003): 152–74; Robert L. Kane and Rosalie A. Kane, “What Older People Want from Long-Term Care, and How They Can Get It,” Health Affairs 20, no. 6 (2001): 114–27; William J. McAuley and Rosemary Blieszner, “Selection of Long-Term Care Arrangements by Older Community Residents,” The Gerontologist 25, no. 2 (1985): 188–93; Bart J. Collopy, “Autonomy in Long Term Care: Some Crucial Distinctions,” The Gerontologist 28, supplement (1988): 10–17; Elizabeth H. Bradley et al., “Expanding the Andersen Model: The Role of Psychosocial Factors in Long-Term Care Use,” Health Services Research 37, no. 5 (2002): 1221–42; Virginia G. Kasser and Richard M. Ryan, “The Relation of Psychological Needs for Autonomy and Relatedness to Vitality, Well-Being, and Mortality in a Nursing Home: Effects of Control and Predictability on the Physical and Psychological Well-Being of the Institutionalized Aged,” Journal of Applied Social Psychology 29, no. 5 (1999): 935–54; James F. Fries, “The Compression of Morbidity,” The Milbank Memorial Fund Quarterly: Health and Society 83, no. 4 (2005): 801–23; Richard Schulz, “Effects of Control and Predictability on the Physical and Psychological Well-Being of the Institutionalized Aged,” Journal of Personality and Social Psychology 33, no. 5 (1976): 563.
They didn’t feel anything In response to a fact-checking email, Habib expanded upon his comments and said that rather than categorize the patients as not understanding feelings, it might be more accurate to say “it is a matter of expression of feelings, more than feeling itself. They can recall what they felt before, and there is no evidence they cannot feel it anymore. Instead, it seems that since they have no more manifestations of seeking satisfaction, they look like they had no feeling. This is also an intriguing observation, since it suggests that the intensity of feelings is dependent upon the individual’s capacity of seeking satisfaction or reward.”
CHAPTER TWO: TEAMS
school’s websites explained Alex Roberts, “What a Real Study Group Looks Like,” Yale School of Management, MBA Blog, August 31, 2010, http://som.yale.edu/what-real-study-group-looks.
“didn’t gel.” In an email sent in response to fact-checking questions, Julia Rozovsky wrote: “There were a few members of my study group that I developed close friendships with, however I was much closer to my case study team.”
first in the nation “Yale SOM Team Wins National Net Impact Case Competition,” Yale School of Management, November 10, 2011, http://som.yale.edu/news/news/yale-som-team-wins-national-net-impact-case-competition.
were at Yale In an email sent in response to fact-checking questions, Julia Rozovsky wrote: “We chose to enter the competition each time. Each competition was a separate team/entry/packet/process. I just happened to work with the same team fairly consistently.”
spent their time In an email sent in response to fact-checking questions, a Google spokeswoman wrote that “People Analytics’ overarching theme is that we study the key drivers of Health, Happiness and Productivity of Googlers in a scientific and rigorous way….No one part of Google controls or oversees hiring or promo, but rather it is shared with Googlers themselves, with managers, etc.” For more on Google’s approach to human resources, please see Thomas H. Davenport, Jeanne Harris, and Jeremy Shapiro, “Competing on Talent Analytics,” Harvard Business Review 88, no. 10 (2010): 52–58; John Sullivan, “How Google Became the #3 Most Valuable Firm by Using People Analytics to Reinvent HR,” ERE Media, February 25, 2013, http://www.eremedia.com/ere/how-google-became-the-3-most-valuable-firm-by-using-people-analytics-to-reinvent-hr/; David A. Garvin, “How Google Sold Its Engineers on Management,” Harvard Business Review 91, no. 12 (2013): 74–82; Adam Bryant, “Google’s Quest to Build a Better Boss,” The New York Times, March 12, 2011; Laszlo Bock, Work Rules! Insights from Inside Google That Will Transform the Way You Live and Lead (New York: Twelve, 2015).