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An independent parliamentary panel in Japan described the Fukushima nuclear plant disaster as a "profoundly man-made disaster." It was sharply critical of TEPCO, the company running the plant, and the Japanese government's response. The investigation chairman Kiyoshi Kurokawa said in the report: "What must be admitted- very painfully- is that this was a disaster 'Made in Japan,' its fundamental causes are to be found in the ingrained conventions of Japanese culture: our reflexive obedience; our reluctance to question authority; our devotion to 'sticking with the program'; our groupism; and our insularity." This comes as a report by TEPCO shifted public attention to "a tsunami beyond our imagination," creating a large credibility gap with the Japanese people, because the public is skeptical about TEPCO's attention to safety during the period leading to the accident. The parliamentary report calls attention to safety factors that were ignored so that companies would be required to take further steps including costly modifications of plant equipment. A critical flaw was the lack of a independent safety agency that could enforce safety measures that TEPCO might be reluctant to make because of cost considerations. Astonishing as this may sound, the Nuclear and Industrial Safety Agency (NISA) in Japan is part of the same government ministry that promotes nuclear power, creating a sort of "nuclear bloc," which before the accident connected the safety agency to the bloc. Because of this the panel report says, NISA did not require TEPCO to prepare for a full station blackout- the loss of main and backup power- because the "probability was small." Other factors that need to be addressed are the breakdown in communication and cooperation between the people operating the plant and the people responsible for Japan's nuclear safety. The prime minister's office waited too long before declaring a state of emergency. To come up with the conclusions the panel made 1000 intervews and conducted 900 hours of hearings. The questions left behind by the nuclear accident in Japan are whether Japan should continue with the same level of dependence on nuclear power, whether it should shift out of nuclear power on a gradual basis as Germany is doing ironically after the Fukushima accident while Japan is reactivating its nuclear plants to meet energy needs. If Japan continues with a smaller reliance on nuclear power what changes have to take place for an effective safety agency completely outside the "nuclear bloc," and the series of other changes that have to take place in the nuclear power industry's handling of safety. Public opposition continues to focus on this because of distrust of the nuclear power industry after the accident....

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How the work ethic has changed in Japan through the last two decades as the country never really recovered from the low growth and deflationary situation since the early nineties. Places like the Tokyo Metropolitan government a destination for the city's elite say only 14% of eligible employees took the higher level exams for management positionsin 2007, down from 40% three decades ago. And information technology companies and electronics companies and other companies are finding that people are looking to switch jobs to get out of positions that are too demanding. A comic book series called "Otaryman"has become this year's hit. The new salaryman worries about his collleagues files spilling on his desk rather than trying to impress bosses. He is content and not ambitious, something the author 28 year old Yoshitani says "people my age find comforting," Another popular book is titled "Slow Career: Job Survival for People Not Rushing Career Advancement", with chapters like, "Forget goals, just stay true to yourself" and " Not everybody needs to become a leader." Dr Arai who has written about this says this situation has arisen because of the long slump in the nineties and early 2000's when younger workers saw older generations throw themselves at work only to face job and pay cuts in company restructuring. Also in Japan a promotion does not mean a big pay raise, so there isn't any real incentive to put off time witha girlfriend to put in late hours at work, or not have family time with kids to put in these long hours. The wage difference between managerial and rank and filepositions has actually shrunk over the past decade as companies cut compensation amid restructuring. In 2005 division mangers were paid 2.2 times the rank and file worker, down from 2.7 times in 1985. So younger Japanese have figured out that it makes sense to get more free time, and in fact to retain good employees companies are increasing wages without promotions, so that those not looking for bigger workloads can carry on at the company. In this story a office employee Nishikido looks with disapproval on a 31 year old female manager Ms Matsumoto, who leaves her sick baby with her husband at home, so she can be at work. Says 24 year old Nishikido, " thats definitely not the life I want, no way." For the younger generation the thinking goes like this: my job is important but its not what makes me tick. ...

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The plight of N. Korean refugees and China's policy towards refugees.

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Comparing the stock performance of Bank of America and Citgroup in 2011-2012.

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How Petraeus won support in Congress and with public opinion, while at the same time changing the nature of the effort in Iraq. His struggles with General Fallon even though he reported directly to President Bush, who wished to disengage too quickly to make adifference in the failing effort to bring security. The first effort was to bring security with the surge in troops, then to build the Iraqi forces. To keep public opinion informed about tangible achievements of modest goals such as security for ordinary Iraqis, and fewer American casualties, rather than some beacon of democracy goal for the Middle East. A detailed account by the Washington Post of how this played out in the words of key players like Petraeus, Fallon, Ambassador Crocker and others, and what it may tell one about the lessons for another very different effort in a rural mountainous backward country like Afghanistan. One that emerges is to set modest goals like security, try new approaches but with a clear eye on the field, put in younger leaders who can bing flexibility and imagination and intellect, but disengage on favorable terms that achieves these modest objectives....

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With Republicans elected to a majority in both chambers of the state legislature and a Republican governor, Wisconsin is moving ahead with a sweeping plan to fix its budget deficit. Walker promised he would get public workers' compensation in line with other workers. He is now proposing a plan which will go to the legislature for swift approval that will simply go ahead and cut public employees benefits without negotiating. He says he doesn't have anything to negotiate with, because with the growing deficit he has nothing to give. His plan: limit collective bargaining for most state and local government employees to the issue of wages (instead of to many issues such as vacations, health coverage), require government workers to contribute 5.8% of pay to pensions, and have state employees pay at least 12.6% of health care premiums (instead of the 6% most pay today). The plan will save $30 million in the current budget and $300 million in the next budget. Republican leaders are saying the alternative is to lay off some 6000 state workers, and take away Medicaid coverage for thousands of children, which is a much worse alternative....

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With 80% of Wisconsin precinct votes counted, Governor Walker had 55% of the vote compared to Tom Barrett's 44% in the recall election of June 2012.

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Khedery describes the complete collapse in Sunni- Shiite relations under the Maliki regime and the Iranian influence in Iraqi politics in stark terms. It will take a near miracle, tolerance for religious faiths and opinion, and an exceptional leader, to turn things around and put the decades of misrule of Hussein and Maliki behind. Without that there can be no Iraq. Khedery goes into the misrule in a manner that American political and military leaders only talk about in a sparing manner so as not to make the entire Middle East policy look disastrous.