By Noam Chomsky, Edward W. Said, Ramsey Clark
Via 3 separate essays, this ebook presents an in-depth research of U.S.-Arab relatives, the contradictions and outcomes of U.S. international coverage towards "rogue states", and the way adversarial American activities in a foreign country clash with U.N. resolutions and overseas legislation. Noam Chomsky compares U.S. overseas coverage to that of the "rogue states" which the us identifies as its enemies. Ramsey Clark argues that U.S. sanctions and armed forces activities opposed to Iraq are indefensible, and in violation of the common assertion of Human Rights.
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Extra resources for Acts of Aggression
Our effort went through cycles of enthusiasm and hesitation. Such an ambitious initiative across such a large country required big investments of attention, time, credibility, and money. Each person who was or was to be involved (including me) therefore had to make a basic judgment as to whether this effort would work and be worth the investment. There was no way to know for sure, and so we each had to weigh a host of considerations: the value of a national scenario dialogue compared with other, more direct efforts to try to address the situation; the political context for work on this issue, including how important and urgent it was seen to be, compared with other issues; the resources available for the dialogue; and the attractiveness of working on a team with other people with unlike ideologies, interests, and personalities.
It is a creative process in that what can and must be done on the right-hand side is not visible from the left-hand side but can only be discovered only along the way. And it is a fractal process in that each step along the U contains within it a smaller U, so that the actors repeat the five movements from coinitiating to coevolving multiple times. The Five Steps of Transformative Scenario Planning Transformative scenario planning addresses problematic situations slowly and from the inside out.
In the first step, a convening team of 5 to 10 people builds a wholesystem scenario team of 25 to 35 leading actors (including the conveners themselves). Convening or scenario teams that are smaller than these will be unlikely to have the diversity required for wholesystem insight and influence. Convening or scenario teams that are larger than these will find it difficult to develop the intimacy and engagement that the process requires. There are other methods for working with much larger teams, but these are not compatible with the structured combination of rational and intuitive processes of scenario work.