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Nigerian writer Chinua Achebe brought Nigeria to life in American schools and colleges and in schools and colleges throughout the world. He started as an obscure writer from Nigeria's rural southeast. His early novels were written in the fifties and sixties an embodied a perod of great expectations in Africa after independence. "Things Fall Apart," wa published in 1958, and sold 10 million copies in 50 languages. Other books reflected the troubles in Nigeria as things fell apart with dictatorships and wars- "Man of the People," "There Was A Country." In the seventies Achebe was editor of British publishing house Heinemann's African writer series and was instrumental in bringing a whole new set of African writers to readers around the world- Kenya's Ngugi wa Thiong'o, Ghana's Ayi Kwei Armah, Cameroon's Mongo Beti. In 1982 he campaigned briefly for a political party and wrote the 68 page "The Trouble With Nigeria." After a car accident in Lagos, Achebe was paralyzed waist down and had to be in a wheelchair. During this period he went to Bard Colege in New York, and in 2009 joined Brown University in Rhode Island, and lectured extensively. He was revered in Nigeria but remained critical of Nigeria's political leaders, telling them they were "turning my homeland into a bankrupt and lawless fiefdom." The gradual emergence of Nigeria and the rest of Africa from decades of strife and corruption, following the great hopes of the early post colonial era, owes much to the work of writers and other individuals like Achebe. Achebe has some important advice for writers, for business, and life in general, "if you don't like the story write your own." Another writer who writes about Nigeria and Africa was honored with the Nobel Prize in Literature....

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Life in Quintero one of Chile's industrial zones only 100 miles from Santiago with thermal power plants, heavy industry and harmful contamination of air and water.

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Rapid growth and higher costs have led Vanguard to slip in customer service in recent years. WSJ looks at customer complaints about Vanguard service. Vanguard offers low cost index funds and is the largest company in this business. A new CEO is expected to tackle this issue.

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Sebastian Kniepp is Germany's barefoot walking guru. A German wellness expert from the period of the Hapsburg monarchy in Eastern Europe he came up with different ideas for wellness, including nutrition with home grown vegetables and fruits a big part of the diet. He turned to barefoot walking and storking using it as a form of exercise walking on one's toes in shallow water. This BBC report is from a Kniepp spa a short drive north of the Slovenian capital of Ljubljana, which shows these ideas popular today are not new.

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New York City's 11 public hospitals have switched to plant based meals without meat or dairy. Just don't call them vegan, as it may turn off people, says an official of the New York City Health and Hospital Corporation. An Oxford University study shows that plant based diets account for 75% less greenhouse gas emissions than diets with 3.5 ounces of meat a day. Satisfaction is 90%. The hospital system reduced its carbon emissions food related by 36%.  It expects to turn out 800,000 plant based dishes this year at its hospitals. 

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It depends- only if you look at it in actual millions of people. In percent of people Voice of America and this WSJ report show that US obesity rate is much higher with 22 states above 35% and the rate overall at about 25%, compared to China's at about 14%. The fact that this was reported in this way is happening as this issue is taken far too casually in the US, when the quality of life is largely dependent on health. And such high levels of obesity in the US, catastrophic levels in some southern and midwestern states, means one is not doing things right and heading for a poorer quality of life. This report in the WSJ cites estimates of obesity in China of as high as 200 million and likely to grow by another 100 million by 2034, about 14% of the population being obese today and obesity increasing to about 20%. In China the demand for weight loss drugs is growing. The government has a program to reduce the intake of salt, sugar and oil and increase health foods in the diet. Meat in the diet has tripled and there is a need for more health conscious attitudes in China, even more so and urgently in the US. Both the US and China are too auto centric in their culture, particularly the US where public transportation has not been given high priority leading to a lack of enough exercise getting to work. ...

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A humble diligent focused Diogo Jota who never went to Benefica or Sporting or the big clubs but worked his way step by step and into the hearts of the Portuguese people and soccer fans everywhere. A tribute in the BBC Sports to Portugal's famous soccer player who died in a car accident.

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Father Hesburgh became president of Notre Dame in 1952, at the age of 35, when Notre Dame was a small university known for football and theological studies. He greatly increased the size of the university, hiring new faculty, increasing the endowment fund from $9 million to $350 million, and changed polcies so that women were admitted in 1972. The endowment fund is now $9 billion. Father Hesburgh played a prominent role in the U.S. and was close to presidents Eisenhower, Kennedy, Reagan, Carter and Clinton. By the time he retired in 1986 after 35 years as president of Notre Dame, he was considered the most effective university president in the country, and the most influential priest in the U.S. He fought for civil rights, for peaceful protest on campus, and brought lay control through a secular board to run Notre Dame. In all these issues he stood up for his progressive views when faced by opposition from the Vatican and the U.S. government. Following the Second Vatican Council of the mid 1960's, Father Hesburgh initiated greater involvement of lay Catholics in the Mass and practices of the Church. At a meeting in Land O'Lakes, Wisconsin, 1967, a group of Catholic educators led by Hesburgh put forward the position that the pursuit of truth should be the ultimate aim of Catholic higher education in the U.S., not religious indoctrination. In this way Father Hesburgh created a new level of credibility and respect for Catholic based education in the U.S. Ironically Father Hesburgh was not a big football fan and refused to pose for a picture of him with a football, insisting that collegiate sports not influence higher education. His passion from his early years was to be a chaplain in the U.S. Navy. In fact he had to be dissuaded from going to the Navy as a chaplain in 1943, to stay on campus at Notre Dame to train naval officers during the war. Hesburgh was born in Syracuse in 1917 to an executive at Pittsburgh Plate Glass Company, and studied at the seminary on Notre Dame campus and in Rome for advanced degrees in philosophy and theology. He died in 2015 at the age of 97, having placed a large imprint on the shape of American higher education in the twentieth century. ...

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Dr. Michiaki Takahashi of Osaka, Japan, who developed the chickenpox vaccine in 1972. He decided to do research on a vaccine for chicken pox after his son contracted chickenpox in 1964 and barely survived. At the time he was at Baylor Medical College in Houston. The U.S. alone has about 4 million chickenpox cases a year. This vaccine is now used all over the world.

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Ajami cites his own memories of Egypt's Gamal Abdul Nasser, who had a way with crowds and rhetoric in the Arab world, as giving him an insight into the way Barack Obama found his way into the American imagination as a popular leader in 2008. He points out that the coalition of black people who put their faith in him as one of their own, of white educated professionals who liked his cool image, of Hispanics who had hope for better immigration policies, and working class Americans who set aside reservations of elitism to give their support, was put together on the basis of hope and charisma and the uncanny ability of Obama to let himself be seen as all things to all people. Because of the way it was put together it was bound to come apart, particularly for a candidate without enough experience, says Ajami. The aloofness of the president, reliance on Congressional leaders Reid and Pelosi, and relying on a very small circle of advisors whose eyes were focussed on reelection, made this more so. He cites as one example, the controversial decision on Syria's chemical weapons made on a walk with chief of staff Dennis McDonough. Ajami gives a picture of how Obama may be seen from the outside, especially in the Arab and Muslim world- from Turkey and Egypt to Saudi Arabia- a sense of illusions. A European and particularly a German perspective also may have similiar sense of illusions about having gone for the ride and believing the image put out by image handlers. The lack of sensitivity to German sentiments about the tapping of chancellor Merkel's mobile phone- herself a former East German resident of the Soviet backed GDR- bringing this out. A similiar sense seems to have taken hold in Brazil, after Brazilian president Rousseff cancelled a trip because of lack of sensitivity to the tapping of her phone, as she is a survivor of brutal dictatorships in Brazil. This is ironically a full circle, as happens in these situations of euphoria encouraged by politicians inevitably followed by disillusionment, because Turkey, Germany and Brazil were some of the countries where enthusiasm for the new president was highest. More so because president Lula of Brazil, Merkel of Germany,and Erdogan of Turkey were leaders Obama seemed to relate to the most. This acts as a cautionary note for the future....

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Wagoner became President at age 45, CEO at age 48. So you would think that young blood is coming in to GM, but that does not appear to be the case. At the Board level most of the Board members like George Fisher formerly of Motorola, have been around for a long time, and there does not appear to be new blood that would bring in fresh thinking. And serious decisions about investment in developing new technologies to develop fuel efficient cars, like hybrid technologies, electric and other alternative technologies, diesel technology, have been held up for years at General Motors. The way decisions are made on such issues with Board members voicing their opinions more than wrestling seriously with the issues, shows serious shortcomings of management and the Board. At key points of decision making the CEO and key members of his team had not prepared carefully, and Board members did not come up with serious thinking on the problems facing GM. It, appears that the investment in technologies to develop fuel efficient cars much earlier, long before they were finally being addressed in 2006, was a failure of Wagoner's management and of the Board. Management discussed this but continued to be mired in old ways of thinking that continuing with the status quo- cars with existing low fuel efficiency- would not expose GM to illwinds as preferences changed. Its clear from the description here of discussions within GM that the old thinking is quite entrenched at GM, and Wagoner just was not the kind of person who could vigorously articulate a new vision for GM. A couple of things are noteworthy in this account of management indecision at GM. When fuel prices began hurting sales of SUV's and large vehicles in 2005, efforts to get a decision on investments in new technologies for fuel efficiency for the whole product lineup failed at the Board level in an April 2005 meeting. One Board member saying at that meeting, that" do we want to lose another billion dollars in developing new technology for fuel efficient cars." And no one calling him to account that the remark still did not address the point that GM had to respond to the changing market and world oil dynamics, and not just hope for the best, as GM had aggressive competitors, and faced continually diminishing role in the market place for the entire decade of the 1990's. While April 2005 was already at the tail end of the previous era of gas guzzling cars and a decision then would still not have shown a forward looking vision of things, it was not until 10 months later that a decision was reached. And this almost from necessity, as oil prices jumped in 2006 after hurricane Katrina, and by this time President Bush was also calling for higher mandated fuel efficiency standards. The other noteworthy point here is that by making the changes so late in the game, GM had to compress the development cycle for new and some cases unknown technologies into short time frames. If the ingenuity of its engineers comes to its rescue it still faces another hurdle that of cost, because the technologies have to be perfected and improved, so that the costs are low enough for customers, and importantly comparable with what it is costing competitors to make the same fuel efficient technology engine or other part. Which is why one Honda executive remarked, "GM like everyone else is serious about this, because they have to be, but how many of their hybrids and how many Volts will they sell? Their technology is very expensive." Even if GM develops the Volt electric car by 2010, GM will need a whole range of fuel efficient technolgies to power its large product lineup. Its just to hard to avoid the conclusion that this is going to prove costly. All the dragging of feet and indecision, and failure to prepare GM for a different world in case something drastically different from what was expected happened, will prove very costly especially considering how aggressive and well financed some of the Japanese and German competitors are. It also hard to avoid the conclusion that there is too much bureaucracy at the large auto companies, and getting new blood and new ideas and fresh thinking is tough in a place where everybody agrees with everybody else, and there is uniformity of thinking. This makes it difficult for any original or wayward types to thrive. These bureaucracies look up to the top for direction. Initiative is discouraged on one hand, and at the same time even if a new direction is taken at the top. a lot of resistance can be expected to implementing it throughout the company without persistent persuasion and reminder of new facts and realities. This is true for both Wagoner and Mullaly as they face the skepticism of subordinates to new direction. Mullaly for instance has to remind his managers that large vehicles are only a small percentage of the entire global market, and if Toyota is making money in small cars so can Ford. See the link to this. Is Toyota immune from bureaucracy type behaviour throughout the company? Not really, Toyota's chairman emeritus came out of retirement in fact and went out of the way to caution its CEO and management about their complacency a year or so before. Shoichiro Toyoda personally intervened to caution against too much expansion in the US and climbing wage costs, and other risks they perceived such as the company managers in the USA appearing to be resting on their laurels. See the link to this. A lot of discussion is probably going on within these companies about the present state of affairs, and considerable anxiety for what the future will bring. It may be useful to ask the question is there something that makes it difficult for once successful organizations -now with entrenched bureaucracy and set ways -to put forward leaders with vision and foresight, till it becomes very late? The vision and foresight about where their markets and the world is heading, and the ability to move their organizations in that direction. Or to break out of old patterns of behaviour and thinking....

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DJT comments on Denmark's comments on its contributions to NATO overseas operations like the one in Afghanistan. DJT stated the facts about participants such as Denmark that made small contributions in numbers- DJT said on Fox News -We’ve never needed them. We have never really asked anything of them. They’ll say, they sent some troops to Afghanistan or this or that, and they did. They stayed a little back, little off the front lines.” About 41 Danish soldiers were killed in Afghanistan and about 800 Danes went in. DJT is probably talking about the  brunt of the action being taken by the US including the effects of road side bombs. About 2500 US soldiers died and 20,000 were wounded and the US took the brunt of the fighting. These were Bush-Obama wars that during that time distracted the Nation from the serious challenges that emerged later in drug cartels in Mexico that led to more deaths in the US than in the Korean and Vietnam wars and World War combined, and the deindustrialization of the US that began with the Clinton era decision to allow China to enter the World Trade Organization without any safeguards continued into the second term of the Obama administration. In the European media there is rarely any mention of the huge losses from drug trafficking into the US that requires action along the lines of the Monroe doctrine which also protect Europe from drug trafficking into the EU. ...

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Before Ohtani for the LA Dodgers baseball there was Fernando Valenzuela who won the Rookie of the Year in 1981. The Mexican born pitcher pitched for the LA Dodgers from 1980 to 1990 before becoming a broadcaster for the game. He was known for his famous screwball and added a lot of passion to the game. He passed away at age 63 years in 2024.

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This inside story from the NYT provides more details on what led to the FBI investigation that has taken up most of the attention during the first year of the Trump presidency. It led to the Mueller investigation by a Special Counsel. This account describes the actions of Mr. Papadopoulos, 28, as a adviser in the Trump campaign in the period just before the U.S. presidential election, that are a key part of the story, including his contacts with a Maltese professor.

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National Guardswoman 20 year old Spec. Sarah Beckstrom shot by Afghan national in Washington DC November 25, 2025.