The president was acquitted by the Senate, but the American people are smarter.
The vote to acquit President Trump was a dark day for the Senate. Uninterested in hearing from witnesses (and likely scared by what they would say), uncritical of outrageous legal arguments made by the president’s lawyers and apparently unconcerned about the damage Mr. Trump has done to the integrity of America’s elections, a majority of senators insisted on looking the other way and letting him off the hook for a classic impeachable offense: abuse of public office for private gain.
But while the Senate got it wrong, the American people learned what’s right. This impeachment was about much more than the final vote of 100 senators. It was a process, and that process yielded a public education of extraordinary value. While the Senate may emerge from the process weakened, the American people, on the whole, emerge from it strengthened by a sharpened sense of what’s right and what’s wrong for an American president; of what it means for a political party to show moral courage; of what it looks like when dedicated public servants speak truth no matter the consequences; and of the importance of whistle-blowers for ensuring accountability.
The past few months have shown Americans a president who abused the public trust for his personal benefit. Before this process, we suspect, few Americans had dwelled on the question of when it crosses the line for a president to exploit for private political gain the tools of national power placed in his or her hands.
But impeachment has forced Americans to confront it — a question, it turns out, that was central to the framers’ decision to include impeachment in our Constitution. And Americans overwhelmingly reject what Mr. Trump did, with 75 percent saying in December that his Ukraine extortion scheme was wrong (a view that even some Republican senators have endorsed). That’s huge: For all that divides Americans today, this is a dominant consensus on what it means to abuse public office and distort American democracy.
Americans have also seen that, despite the intense pessimism and even disillusionment that many feel about politics, a political party still can show moral courage — regardless of the political costs. The Democrats were told constantly that impeachment would hurt them in November. Mr. Trump himself has boasted that it will, and what’s more he has relished the chance to claim exoneration and to take a victory lap at the same time as Democratic hopefuls began duking it out in earnest in the primaries. The Democrats knew all this, and what’s more, they knew they faced an uphill battle: That’s what the constitutional requirement of a two-thirds Senate majority to convict imposes from the beginning.
But they still did the right thing. They called out impropriety so glaring that it could not be suffered in silence. And they reminded all of us that a political party can pursue what’s right over what’s expedient — and so can a lone politician, as Senator Mitt Romney showed.
Americans saw on vivid display another form of courage: the incredible bravery of public servants who testified before the House of Representatives, the nation and the world — people like Lt. Col. Alexander Vindman and Dr. Fiona Hill. They did so despite the gag orders issued by Mr. Trump to disobey Congress. They did so knowing they’d face death threats. They did so not knowing whether their testimony would yield the president’s impeachment or removal. And they spoke up because they believed in truth as an end in itself.
That’s a reminder, in our disinformation-fueled times, that candor is a value we must recover. And it’s a lesson for the American people that those who serve our government by working long hours for little pay and even less glory aren’t the “deep state” that Mr. Trump denounces but, instead, patriots.
Americans also received a lesson in the critical importance of whistle-blowers in holding our government to account. The role of whistle-blowers is as old as the government itself, dating back to the Continental Congress. But never has their necessity been put on display as clearly as when a courageous whistle-blower filed the complaint that, ultimately, led to the exposure of Mr. Trump’s Ukraine extortion bid.
In this, Americans can see why the United States has been protecting whistle-blowers by law since 1777: Through proper channels, they can provide internal accountability that other actors — like Congress and the press — often can’t achieve, especially when an administration like the current one so relentlessly tries to hide its misdeeds and resist oversight.
Remember also that the investigation into Mr. Trump’s Ukraine extortion scandal isn’t over. Trump’s own lawyers insisted that key witnesses like John Bolton should testify in the House, rather than in the Senate. And Mr. Trump’s entire defense was that the people should decide in November. So be it. The House has a continuing duty, as part of its oversight and legislative functions, to get to the bottom of what happened so that November will be a fully informed choice. Recall that it was Mr. Trump’s central defense that there weren’t witnesses who testified that they saw, firsthand, his extortion of Ukraine. The House now has an opportunity to do so. And it must, according to Mr. Trump’s own arguments, so that the November election can serve the function that Mr. Trump, in warding off impeachment, claimed it should.
President Trump may remain in office for now, but he now serves an American people that’s stronger for the journey our country has just taken. It’s a country energized by a sense of when a president has abused his office; reminded of how a political party can choose morality over political expediency; enlightened by the display of candor from public servants; and educated about the crucial nature of whistle-blowers and thus of the legal protections afforded them.
Regrettably, one political party has resisted acknowledging, let alone embracing, these lessons. That’s a danger to the Republic. And it’s one that Americans now need to address through their public advocacy, their community engagement — and, ultimately, at the voting booth in November.
Before Deputy Assistant Secretary of Defense Laura Cooper was scheduled to testify behind closed doors, a group of Republicans stormed a secure room, known as the SCIF, in protest. Rep. Mo Brooks (R-AL) spoke with CNN’s senior congressional correspondent Manu Raju about what was revealed in top US diplomat in Ukraine Bill Taylor’s opening statement.
The Trump administration is not prepared for a foreign policy crisis.
But the administration has not faced an actual national security crisis that tests it and us in a profound way. There is no shortage of possible candidates — a major terrorist attack; a debilitating cyberattack; an infectious disease outbreak; an incident with North Korea, Iran, China or Russia that escalates into a broader conflict. Yet no administration in modern memory has been less prepared to deal with a true crisis than this one.
I spent nearly 25 years in government, and almost as much time studying it. When it comes to the effective stewardship of our nation’s security — especially during crises — the most successful administrations had three things in common:
- process and
People with the experience, temperament and intellectual honesty to give a president good ideas and to dissuade him from pursuing bad ones. An effective process that brings key stakeholders together to question one another’s assumptions, stress test options and consider second-order effects. And all of this in the service of developing clear policies that provide marching orders to everyone in an administration, while putting allies at ease and adversaries on notice about our intentions.
The George H.W. Bush administration’s handling of the end of the Cold War powerfully illustrates these principles. Mr. Bush, Secretary of State James Baker, the national security adviser Brent Scowcroft and a remarkable team of senior officials proved to be the right people in the right place at the right time. Mr. Scowcroft’s interagency process became a model for every successive administration until this one. The policies they pursued were clear, sustained and comprehensive. The Obama administration’s successes in bringing Osama bin Laden to justice and handling the Ebola epidemic were the results of similar strengths.
When it comes to people, process and policy, Mr. Trump’s administration has gone from bad to disastrous.
For two years, cooler heads like Defense Secretary Jim Mattis and the national security adviser H.R. McMaster served as something of a check on Mr. Trump’s worst instincts: invade Venezuela, withdraw from NATO, evacuate every American from the Korean Peninsula.Now, their successors — Secretary of State Mike Pompeo and John Bolton as national security adviser — are as likely to encourage Mr. Trump’s follies as to oppose them.
Equally important, the Partnership for Public Service has found that almost 40 percent of leadership positions requiring Senate confirmation remain unfilled across the administration — at last count 275 out of 705 jobs. About a third of the State Department’s 198 key posts are vacant. One-quarter of the administration’s departments are led by “acting” secretaries.
Under Mr. Bolton, the National Security Council headed by the president, the Principals’ Committee headed by Mr. Bolton and the Deputies Committee, which I once led and which coordinates policy deliberations, have gone into deep hibernation.
Some combination of these committees typically met multiple times a day. Now, it is reportedly once or twice a week at most. The result is greater control of the policy process for Mr. Bolton and fewer messy meetings in which someone might challenge his wisdom. Mr. Mattis, who once complained about death by meetings, protested to Mr. Bolton about the lack of them.
.. The absence of process has consequences. There were minimal efforts to prepare Mr. Trump for his summit with Kim Jong-un, the North Korean dictator, in which he unilaterally ended military exercises on the Korean Peninsula and mused about withdrawing all American forces. Nor was there a process to game out Mr. Trump’s recent decision to pull out of Syria — instead, the relevant committees scrambled after the fact to bring some order to Mr. Trump’s impulses. Even the welcome progress toward ending the 17-year war in Afghanistan has been hobbled by Mr. Trump’s arbitrary and then partly rescinded announcement that he was cutting forces in Afghanistan by half, thereby undercutting our leverage in negotiations with the Taliban.
As for policy, it’s the lifeblood of any administration. Secretaries, other senior officials, ambassadors and envoys all need to know what the policy is to explain it to others and bring predictability to our nation’s foreign engagements. Mr. Trump’s failure to develop policies — and his tendency to countermand them by tweet — have caused major confusion worldwide about where we stand on issue after issue. In a crisis, having clear policy principles is even more important. Take the meltdown in Venezuela. The administration deserves credit for leading the international isolation of the country’s illegitimate president, Nicolás Maduro. But there is no evidence it has a comprehensive strategy to advance a peaceful transition — or a Plan B if Mr. Maduro digs in or lashes out.
Axios reported that Mr. Trump likes to express his disdain for policy by citing the boxer Mike Tyson: Everybody has a plan until he gets punched in the mouth. It’s true that no policy fully survives first contact. But if you don’t spend time anticipating the shots you are likely to take, you wind up flailing about wildly. Which sounds a lot like Mr. Trump.
These past two years, most of our foreign policy setbacks have been modest, and mostly of Mr. Trump’s own making. These next two, we may not be so lucky.
It was no wonder the public tuned out the CFPB narrative that Democrats have repeated since they controlled Congress and the White House and passed the 2010 Dodd-Frank Act, which created the bureau. The plot never changes — before Cordray’s resignation, Republicans opposed the bureau because it kept the financial industry honest; now they restrain the CFPB so businesses can cheat consumers.
.. The Dodd-Frank Act forbids the Federal Trade Commission and the CFPB from conducting independent inquiries into the same matter. Cordray may have authorized an investigation of the Equifax data breach, but the FTC ended up conducting the full-scale probe.
.. Cordray and Warren, who helped draft the law, surely recognized Rucker’s sleight-of-hand. Nevertheless, the senator tweeted, “Another middle finger from @MickMulvaneyOMB to consumers: he’s killed the @CFPB’s probe into the #EquifaxBreach.”
.. Since 2010, Republicans have objected to the lack of legislative and executive checks on a regulator with so much impact on the economy.
.. Democrats, confident there would never be a Republican director, characterized the near-absolute power as independence from political influence.
.. Ironically, the once-secretive CFPB has been more transparent since Mulvaney throttled its External Affairs Division, the propaganda machine Warren created in 2010 while leading the agency’s yearlong start-up process as a presidential adviser.
.. The division’s copious press releases have been replaced by more-informative leaks from the bureau’s overwhelmingly Democratic employees. Contrary to the stale narrative that liberals craft from the leaks, the acting director does not hate consumer protection; he just hates the CFPB’s structure, which he once described as “a joke . . . in a sad, sick way.” Warren’s obstinacy has only allowed him to validate the now-famous comment and delight in the bully’s comeuppance.
.. Mulvaney invited a Daily Caller reporter to the CFPB headquarters Warren had procured in 2011. Cordray’s $124 million renovation of the Brutalist eyesore came to symbolize the bureau’s elitist liberal entitlement. The reporter was escorted through a 2,660-square-foot athletic facility with two huge locker rooms, offices with electric height-adjustable workstations, a library with a sofa and lounge chairs but few books, a roof deck with spectacular views and motorized cantilevered umbrellas, and a courtyard with lavish fountains. The images recalled the familiar spectacle of triumphant soldiers touring a deposed dictator’s opulent palace.
.. But exposing his predecessor’s sins is only Mulvaney’s jab. His knockout punch is demonstrating that the CFPB’s structure allows its director to behave like the Republican stereotype.
.. Unlike other Trump nominees who renounced previous calls to eliminate the agencies they were tapped to lead, Mulvaney told reporters he was not shutting the CFPB down because the law did not permit him to do so. In his introduction to the agency’s five-year strategic plan he declared that “we have committed to fulfill the Bureau’s statutory responsibilities, but go no further.”
.. He requested no funding from the Fed for the first three months of 2018 and instead financed the CFPB’s operations by draining its stockpiled reserves, a likely prelude to agency layoffs... Rather than defend his policies, Mulvaney reminded his critics: “I am the judge, I am the jury, and I am the executioner in some of these investigations, and that is completely wrong. . . . If you don’t like it, talk to the person who wrote the statute.”.. Her attempt to shame Republicans is laughable — Democrats remained silent for five years while Cordray proved that Congress is powerless to rein in the director... Mulvaney is not, as Warren writes, “turning the CFPB into a politicized rogue agency.” He is showing Democrats that it will continue to be one unless they help restructure it.
When we start with big universal ideas, at the level of concepts and -isms, we too-often stay there and argue about theory and generalizations. At that level, the mind is totally in charge. It is then easy to love humanity, but not any one person in particular. We defend principles of justice, but would not put ourselves out to live justly.
This takes different forms on the Left and on the Right, to put it in political terms. Liberals are often devoted to political correctness and get authoritarian about process and semantics. Conservatives can be overly loyal to their validating group for its own sake and become authoritarian about its symbols, defining and defending the rules and rights of membership in that group. Both sides risk becoming “word police” and “symbol protectors” instead of actually changing the world—or themselves—by offering the healing energy of love.
Sometimes neither group ever gets to concrete acts of charity, mercy, liberation, or service. We just argue about theory and proper definitions.
Start with loving one situation or one person all the way through. That is the best—and maybe the only—first school for universal love.
How a group of programming rebels started a global movemenT
Ken Schwaber—the cofounder of Scrum and founder of Scrum.org—says Waterfall “literally ruined our profession.” “It made it so people were viewed as resources rather than valuable participants.” With so much planning done upfront, employees became a mere cog in the wheel.
.. Waterfall “has gradually lost favor … because companies usually build better products if they can change specifications and designs, get feedback from customers, and continually test components as the products are evolving.”
.. Bob “Uncle Bob” Martin. Martin, an industry veteran and the founder of Uncle Bob Consulting, runs The Clean Code Blog
.. “When we compared how we did our work, we were just kind of astonished at the things that were the same.”“When we compared how we did our work, we were just kind of astonished at the things that were the same.”
.. Unlike other historical documents, the Agile Manifesto doesn’t declare truths self-evident. Rather, it compares: We value this over that.
.. Schwaber says the group did invite “a whole bunch of really pretty knowledgeable women” but that none showed. “They thought it would just be a carousing and smoking weekend,” Schwaber says. “They didn’t think we were going to do anything intellectual or productive.”
.. But it’s unclear whether women were, in fact, actually invited: A few of the framers tell me they vaguely remember some women being invited. Others don’t.
.. Unlike Waterfall, Agile emphasizes iterative development, or building software in pieces. Agile teams typically work in short cycles—which are called “sprints” in Scrum, today one of the most widely used forms of Agile—that usually last two weeks each.
.. Today’s software isn’t typically burned onto a CD-ROM and stocked on a store shelf; updates can be pushed to your laptop or smartphone remotely. This makes it easier to add features or fix bugs after releasing the product.
.. Despite discussions over whether the Manifesto itself should be amended, many of the original signers see the document as a historical—not a living—document. “It’s like a Declaration of Independence in U.S. history,” says Cockburn. “You don’t go back and rewrite that.”
.. “Now you can go to a conference, and there’s aisle after aisle of people who are selling you computer tools to run your process. And they say it’s Agile,” says Cunningham. He points to the first value of the Agile Manifesto. “It says, ‘Individuals and interactions over processes and tools.’ How did [Agile] become a process-and-tools business?”
.. The monetization of Agile aside ..
.. the “most annoying aspect right now” is that Agile “has been taken over by the project-management people,” leaving “the technical people and the technical ideas” behind.
.. Sutherland says he sees teams in Silicon Valley that claim to be Agile, but are “not delivering working product at the end of a short iteration.”