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The Health Issue: The President Wants You to Get Rich on Obamacare

Written By Unknown on Kamis, 31 Oktober 2013 | 18.38

Jewel Samad/Agence France-Presse/Getty Images

Tom Scully bolted through the doors and up the stairs to a private dining room on the third floor of the "21" Club. Scully, 56, is slightly taller than average and has tousled graying hair, an athletic build and a lopsided smile. He typically projects a combination of confidence and bemusement, but on this rainy September afternoon, he was frenzied. Scully was scheduled to deliver the keynote address at an event hosted by the Potomac Research Group, a Beltway firm that advises large investors on government policy (tag line: "Washington to Wall Street"). Today's discussion centered on the most significant change in decades to the nation's health care policy, the Patient Protection and Affordable Care Act, a.k.a. Obamacare. As Scully walked to the front of the room, some 50 managers from hedge funds, mutual funds and private equity firms tucked into the round tables. Others gathered in the hallway. A hush of anticipation hung in the air.

Benjamin Lowy/Reportage, for The New York Times

Tom Scully, G.O.P. official turned Obamacare investor.

During the past year, anxiety about the onset of Obamacare has created a chill in some parts of the economy. While large health care businesses — insurance companies, for instance, and hospital chains — have poured significant resources into preparing for millions of new customers, countless investors have appeared spooked by the perpetual threats to repeal, or at least revise, the law. According to Thomson Reuters, private equity investment, usually the lifeblood for entrepreneurialism, has dropped by an astonishing 65 percent in the health care sector this year.

Scully has been trying to assuage these worries, but the nervous questions keep coming at him. Before he even began his speech, one attendee said he feared that only three million new patients, far fewer than estimated, would be signing up for insurance. "No way," Scully said. "Way more — way more. At least 15 million, maybe 20 million. The Democrats have a huge incentive to make this work." Another asked if Scully was worried about Congressional repeal. "It's just not going to happen," he said. "Don't pay attention to Rush Limbaugh." When Scully finally began his speech, he noted that the prevailing narrative among Republicans — assuming that many in the room were, like him, Republican — was incorrect. "It's not a government takeover of medicine," he told the crowd. "It's the privatization of health care." In fact, Obamacare, he said, was largely based on past Republican initiatives. "If you took George H. W. Bush's health plan and removed the label, you'd think it was Obamacare."

Scully then segued to his main point, one he has been making in similarly handsome dining rooms across the country: No matter what investors thought about Obamacare politically — and surely many there did not think much of it — the law was going to make some people very rich. The Affordable Care Act, he said, wasn't simply a law that mandated insurance for the uninsured. Instead, it would fundamentally transform the basic business model of medicine. With the right understanding of the industry, private-sector markets and bureaucratic rules, savvy investors could help underwrite innovative companies specifically designed to profit from the law. Billions could flow from Washington to Wall Street, indeed.

Scully, who has spent the last 30-some years oscillating between government and the private sector, is hoping to be his own best proof of the Obamacare gold mine. As a principal health policy adviser under President George H. W. Bush, he helped formulate many of those past Republican initiatives — like the shift to private-insurance programs — that Obamacare has put into law. Under George W. Bush, he ran the Centers for Medicare and Medicaid Services and oversaw a host of proto-Obamacare reforms, like Medicare Part D, which introduced competition into the government-supported health care market. After leaving C.M.S. in 2004, Scully began working simultaneously at Welsh, Carson, Anderson & Stowe, a leading health care private equity firm, and Alston & Bird, a law firm and health care lobbying organization. When the Affordable Care Act became law in 2010, he found himself in the rare position of being a lobbyist, private equity executive and former government health care official with access to a serious amount of capital. During the past three years, as other Republicans have tried to overturn Obamacare, Scully searched for a way to make a killing from it.


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Eat: Roy Choi, L.A.’s Street-Food King

Amy Neunsinger for The New York Times

The Los Angeles chef and restaurateur Roy Choi was once a gambler and nearly a gangster, and a stoner from youth who was quick to fight, slow to wake. Born in Korea in 1970, he came to California two years later and grew up amid the dangerous currents of immigrant possibility: at his parents' liquor store in Koreatown, until it failed; at his parents' restaurant in West Anaheim, until it failed; at his parents' jewelry store in Orange County, which made his family rich.

He was surrounded by latchkey knuckleheads, smart kids with bad attitudes, Armenian gem dealers, drug connects, college students, dishwashers, too many card players. It was a chef's education — hardly obvious at the time — because even as he gambled, fought and schemed, he ate, voraciously, from every larder in town. Nothing fancy. Quite the opposite: his parents' hot pots; dinners of ketchup-fried rice and Del Taco takeout; pho and cheeseburgers; kimchi and milkshakes at dawn. It was a life of late nights.

Only a moment of clarity on a friend's couch watching Emeril Lagasse on television when he was 26 saved him, Choi writes in his compelling new memoir and cookbook, "L.A. Son." He was half drunk and high before noon again, filled with the usual self-hatred and self-pity, staring listlessly at this New Orleans chef with a New England accent cooking French food. Then bam! His future appeared as Emeril talked, it seemed, directly to him. Cooking would be his life.

"I saw myself in the kitchen," Choi writes, with some amazement. "I saw myself at home." He got up off the couch. A stint at the Culinary Institute of America followed, then a long run in hotel kitchens, followed by Kogi, the food truck that would bring him fame as the progenitor of the Korean-Mexican taco and a street king of Los Angeles cooking.

Choi, 43, describes his personal history in colorful language that owes some to Jack Kerouac, a little to Anthony Bourdain, who published "L.A. Son" under his imprint for Ecco, and plenty to the rhythm and swagger of early '90s West Coast hip-hop. (It is expletive-heavy, and largely unquotable here.)

The recipes that accompany the stories are fascinating. They are not the dishes for which Choi is known — the tacos that first brought him triumph, or the beer-can chicken he serves at A-Frame, his restaurant on the city's west side. Instead, they look back to what he cooked and what he ate in the years that led up to his success, to the varied and oftentimes unheralded food of Los Angeles itself.

And so here is instant ramen flavored with slices of American cheese, immediately recognizable to Koreans across their diaspora (and pretty great). Here is chili spaghetti, and kung pao chicken, carne asada, pork and beans, soybean-paste stew, even the potatoes Anna he cooked as a hotel chef — all the flavors of his family and the late-night and corporate experiences concentrated into something approaching a cuisine.

"People want to know where my cooking comes from," he said. "I wanted to tell them, and this seemed the best, most honest way."

Choi's mother's cooking hovers over all of "L.A. Son" and provides our menu here: the Korean braised-short-rib stew known as galbijjim, a staple of potlucks and church suppers, or in Choi's words, "that meal from home that every Korean kid says his or her mom does best."

His (hers) is rich and deeply flavored, thickly sauced and pungent with sugar and spice amid a thrum of soy and garlic. It is the sort of meal you could put together after lunch on a Sunday and allow to simmer away for much of the afternoon, then serve for dinner to accolades, or make on a Saturday, store overnight in the refrigerator and achieve the same result. A Friday-night braise leads to an incredible Monday night dinner. It is the best sort of family food.

Before cooking, Choi's mother soaks her short ribs in water overnight to release their impurities. "It was almost as if she was soaking along with the meat," Choi told me about watching her cook the dish. "She traveled along with the process, right along with the meat." (I tried this method. I felt I got a similar result, minus the spiritual uplift, just rinsing the ribs a number of times before I got down to braise.)

The dish is simple to prepare. You make the braising liquid by puréeing scallions, ginger, onions and garlic with a combination of soy sauce, mirin and orange and apple juices. You simmer the ribs in the mixture for a few hours, then add shiitakes, chestnuts, taro, carrots and butternut squash, and allow the whole thing to come together into a crazy-delicious whole. Serve with rice.

"I'm not trying to prove anything with these recipes," Choi said. "I just want people to cook."


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The Health Issue: How Dying Patients Get Access to Experimental Drugs

Photo illustration by Carl Kleiner

It was shortly after the breadbasket arrived last year at the Temple Bar near Harvard Square that Sarah Broom first told me about the last-ditch plan to save her own life.

Broom's mere presence that evening was something of a miracle. Several years earlier, in 2008, while pregnant with her third child, she received a harrowing diagnosis. A 35-year-old English lecturer and poet living in New Zealand, Broom developed a persistent cough. She saw doctors in Auckland repeatedly over the course of a few months, but they didn't want to do an X-ray on a pregnant woman. Finally, her shortness of breath became so severe that they relented, and 29 weeks into her pregnancy, she was found to have a large mass on her lung. She underwent a cesarean section — her daughter was born almost three months early — and a biopsy.

Broom had advanced-stage lung cancer. "I was told nothing could be done to cure the cancer, but that various treatments could give me time," she recalled. Less than 1 percent of patients live more than five years.

She endured chemotherapy for weeks but then developed severe pelvic pain. To her horror, tests showed there was a new plum-size tumor on her ovary that wasn't present at her C-section. The cancer was spreading relentlessly. Broom's doctors predicted she had only a few months to live. She worried about her two sons, Daniel and Christopher, ages 5 and 2; her husband, Michael, whom she'd been with since they were teenagers; and her premature baby, Amelia, who was still hospitalized in the newborn unit. "My determination was to live, to live a long time — what else could I do, with three little kids depending on me — but at this time, it was clear that the situation looked pretty dire indeed," Broom told me.

In desperation, she called friends around the world, including Meghan O'Sullivan, a former deputy national security adviser in the Bush administration, who contacted Bruce Chabner, the director of clinical research at Massachusetts General Hospital Cancer Center in Boston. Chabner asked Broom to send him her biopsy, so he could analyze its DNA. Her tumor had a mutation in a gene called anaplastic lymphoma kinase, or ALK, which occurs in about 5 percent of lung cancers. A Japanese group discovered it only a year earlier. Chabner knew that the drug company Pfizer was developing a new compound called crizotinib that might treat this mutation. The trouble was, it had been given to only two ALK-positive people before, and one died anyway. Still, it was Broom's only hope, and Pfizer agreed to enroll her in a trial in Australia.

Incredibly, the tumors shrank by half, and Broom led an almost normal life for two years. Then the cancer returned. Various drugs were tried; none worked. Through Chabner, Broom ultimately got in touch with Alice Shaw, an oncologist who knew of two promising new compounds, AUY922 and LDK378, from Novartis, that might treat ALK-mutated lung cancers. They were two of the 23 Novartis anticancer drugs that were so early in development that they weren't yet named or on the market. Because the company had no sites for the trial near New Zealand, Broom left her family and flew to Boston in late 2011 so that Shaw could treat her with AUY922.

But Broom did not respond to the drug and instead developed large new metastases in her brain. Her final hope was LDK378, but Broom was worried that she'd soon be too sick to travel. She decided to return home even though she would have no access to the drug.

Shortly before she left, O'Sullivan invited her out with a few other friends to the Temple Bar, where I met her. As we spoke, we discovered an unexpected connection: Alice Shaw was a college classmate of mine. Broom explained her and Shaw's master plan to get Novartis to release the drug. It was simple, really. Broom would send a letter begging the Swiss pharmaceutical giant for compassion.

"Dear Novartis," she wrote. "I am writing to plead with you for compassionate access to LDK378. . . . I have three small children, and I cannot yet give up." Couldn't the company, she asked, just sidestep the clinical trial and send her the medicine that could save her life?

Darshak Sanghavi, a pediatric cardiologist, is a fellow at and managing director of the Brookings Institution. His last article for the magazine was about doctors' work hours.

Editor: Claire Gutierrez


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Could New York City Subways Survive Another Hurricane?

Written By Unknown on Rabu, 30 Oktober 2013 | 18.38

A good place to see how and why the Metropolitan Transportation Authority just barely survived Sandy last fall is the entrance to a tunnel at 148th Street and Lenox Avenue, in Central Harlem, where, just before the storm hit, a crew of carpenters built a plywood dam 8½ feet tall by about 55 feet wide. That ad hoc, low-tech, last-minute construction held the New York Harbor at bay and not only saved the city hundreds of millions of dollars, but also made it possible for the subway to come back to life as quickly as it did.

Illustration by Wesley Allsbrook

M.T.A. workers hauling sandbags into a subway entrance as part of a makeshift dam.

Illustration by Wesley Allsbrook

The M.T.A. Rail Control Center, where all the boards went gray.

The first work on the dam began a week before Sandy arrived, when building materials were taken to the site. As weather forecasters were hemming and hawing about European versus American climate models and Mayor Bloomberg was debating whether to evacuate flood areas, New York City Transit was working on its own hurricane plans. "You scramble your jets right away — you can't wait," says Thomas F. Prendergast, president of New York City Transit at the time and now the authority's chairman and chief executive. The reports on the dam that he was getting at the Rail Control Center in Midtown showed the level getting higher and higher. "The water was lapping at the top," he says.

Not long after Sandy was categorized a tropical depression off the coast of Venezuela on Friday, Oct. 19, the M.T.A. had begun gathering cots and bedding, food and water, for track workers and hydraulics teams and even the train crews that would shut the system down and start it back up. Carpenters and bus drivers alike would be staying at depots and temporary shelters, because there would be no way for them to go home and then return to work while the subways and regional trains like Metro-North Railroad and New Jersey Transit were out. By Wednesday, when Sandy crossed the island of Jamaica as a Category 1 hurricane, carpenters were covering sidewalk subway grates with plastic sheeting and plywood and building barriers at the entrances of low-lying subway stations, mostly in Lower Manhattan.

On Sunday, as Sandy moved up the East Coast, Governor Cuomo announced the closing of the subway system. "Now it is time to take action," he said. Transit put its trains on tracks between stations north of 59th Street, where many tunnels are at a flood-safe elevations. Engineers and conductors walked back along the tracks to be picked up by the dwindling number of trains still running.

At the 148th Street Station, in Central Harlem — the northern terminus of the Seventh Avenue line, a.k.a. the No. 3 line, and the point where the tracks go underground beneath Lenox Avenue — Frank Jezycki was watching carpenters build the dam. Jezycki is in charge of all subway maintenance, which includes tunnels, elevated structures, fans and pumps. Pumps are always going; on a dry day, the system takes in 13 million gallons of water that pour into it from underground streams and other sources. "My area is responsible to, first, try to mitigate the water coming in," Jezycki says, "and, second, to get rid of the water once it comes in."

Jezycki had recently been going all around the subway system — "That guy Frank," a hydraulics worker said, "he's a machine!" — but now he was focusing on the dam-building as the timbers, plywood and sandbags were moved, fire-brigade style, from the M.T.A. yard at Lenox Avenue down to the tunnel's opening. There were already two vertical steel supports on each side, installed before a Nor'easter in 1992 to hold a three-foot-tall dam, like the one that kept out the water from Hurricane Irene in 2011. It took about five hours of construction to put up the three-foot dam across the tunnel's mouth.

But Jezycki and the carpenters were worried. Sandy was expected to be bigger than Irene: the storm was due to arrive at the same time as the high tide, which was going to be higher than normal because of a full moon. What's more, the Harlem River was not the only threat at 148th Street; water sometimes runs off the Harlem River Drive, and out of the sewers. "We've had occasion where the sewer becomes surcharged and overflows through the manholes into the yard," Jezycki says, "and flows down the track to the portal."

This article has been revised to reflect the following correction:

Correction: October 26, 2013

An earlier version of this article referred incorrectly to the area at 148th St. and Lenox Ave. where workers erected a dam in front of a tunnel entrance. It is Central Harlem, not East Harlem.


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It’s the Economy: Cracking the Apple Trap

Illustration by Kelsey Dake

At first, I thought it was my imagination. Around the time the iPhone 5S and 5C were released, in September, I noticed that my sad old iPhone 4 was becoming a lot more sluggish. The battery was starting to run down much faster, too. But the same thing seemed to be happening to a lot of people who, like me, swear by their Apple products. When I called tech analysts, they said that the new operating system (iOS 7) being pushed out to existing users was making older models unbearably slow. Apple phone batteries, which have a finite number of charges in them to begin with, were drained by the new software. So I could pay Apple $79 to replace the battery, or perhaps spend 20 bucks more for an iPhone 5C. It seemed like Apple was sending me a not-so-subtle message to upgrade.

Deep thoughts this week:

1. Apple may be coordinating the obsolescence of its products.

2. Which is annoying for consumers.

3. But possibly worse for the company.

Of course, there are more benign explanations. The new software and recent app updates offer fancy new features that existing users want; maybe the battery is sealed with tiny five-point screws for aesthetic considerations. Perhaps, but this isn't the first time that tech analysts and random crazies on the Internet have noted that breakdowns in older Apple products can often coincide with when upgrades come onto the market. Many have taken this as evidence of "planned obsolescence," a term that dates to the Great Depression, when a real estate broker suggested that the government should stimulate the economy by placing artificial expiration dates on consumer products so people would buy more.

To conspiracy-theory-hungry observers (and some of the rest of us), it might make sense that Apple would employ this business strategy. The tech giant, after all, has reached near-saturation levels in the U.S. smartphone market. If iPhones work forever, people who already own the devices­ won't buy new ones. Furthermore, selling products with finite life spans can be good for consumers, depending on their tastes and how informed they are. The fashion industry, whose entire mission is to essentially render products obsolete long before they cease to be functional, does this regularly. I buy clothes from H&M and other low-cost, trend-driven stores knowing full well that the pieces might fall apart after a year's worth of washes. And if the clothes won't be fashionable next year anyway, who cares? Improving the durability — and thereby cost — of the clothes would probably just drive away price-sensitive shoppers like me. Apple has similar considerations. Would the additional longevity of the battery be valuable enough to its core consumers to justify the inevitable higher price?

Economists have theories about market conditions that encourage planned obsolescence. A company has strong incentives to degrade product durability when it has a lot of market power and when consumers don't have good substitute products to choose from. (That's what happened with the international light-bulb cartel of the early 20th century, which penalized its members for manufacturing bulbs that lasted more than 1,000 hours.) When Apple started making the iPhone in 2007, its product was so innovative that it could have deliberately degraded durability without fear. But in the last couple years, the company has faced stiffer competition from Samsung and HTC, among others, which should deincentivize planned obsolescence. "Buyers are smart, and if they start figuring out that one of the costs of buying Apple's products is that they're constantly nickel-and-diming you, they'll switch," said Austan Goolsbee, an economics professor at the University of Chicago's Booth School of Business.

Well, maybe. A company could still be encouraged to engage in planned obsolescence if consumers perceive large "switching costs" associated with going to a new brand. There are plenty of economics textbooks to choose from, for instance, and yet publishers still artificially make their old editions unusable by changing pagination or scrambling homework questions because they know teachers don't want to deal with learning a whole new book.

Similarly, iPhone users have probably purchased complementary products, like apps, that won't transfer to Android phones. They also probably have a network of iPhone-using friends with whom they can chat free using Apple's Messages app (instead of paying for text messages). These switching costs increase Apple's incentives to force its existing customers to upgrade by making older models gradually become more dysfunctional.

There is, however, a simple way to effectively render an old product obsolete without fleecing your existing customers. Instead of degrading the old model, companies can offer innovations in the new model that make upgrading irresistible. Apple succeeded at doing this for a while, offering new iPhones that included major improvements. In the past, consumers were so excited about the cool new features, like Siri, the voice-activated interface, that they may not have minded (or even noticed) if their old phones started to deteriorate; they planned on upgrading anyway. This time around, that's less true. The iPhone 5S and 5C offer fewer quantum improvements. Consumers are more likely to want their old phones to continue working at peak condition in perpetuity, and to feel cheated when they don't.

When major innovations remain out of reach, and degrading durability threatens to tick off loyal customers, companies like Apple can still take a cue from the fashion industry. If you can brainwash consumers into developing new tastes that make the old stuff look uncool for aesthetic rather than functional reasons, you still have a shot at harvesting more sales from your existing customer base. But it seems Apple may have already figured this out too. Just check out the wait times for the iPhone 5S in that shiny new gold color.

Catherine Rampell is an economics reporter at The Times. Adam Davidson wrote this week's feature on Obamacare.


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The Health Issue: The President Wants You to Get Rich on Obamacare

Jewel Samad/Agence France-Presse/Getty Images

Tom Scully bolted through the doors and up the stairs to a private dining room on the third floor of the "21" Club. Scully, 56, is slightly taller than average and has tousled graying hair, an athletic build and a lopsided smile. He typically projects a combination of confidence and bemusement, but on this rainy September afternoon, he was frenzied. Scully was scheduled to deliver the keynote address at an event hosted by the Potomac Research Group, a Beltway firm that advises large investors on government policy (tag line: "Washington to Wall Street"). Today's discussion centered on the most significant change in decades to the nation's health care policy, the Patient Protection and Affordable Care Act, a.k.a. Obamacare. As Scully walked to the front of the room, some 50 managers from hedge funds, mutual funds and private equity firms tucked into the round tables. Others gathered in the hallway. A hush of anticipation hung in the air.

Benjamin Lowy/Reportage, for The New York Times

Tom Scully, G.O.P. official turned Obamacare investor.

During the past year, anxiety about the onset of Obamacare has created a chill in some parts of the economy. While large health care businesses — insurance companies, for instance, and hospital chains — have poured significant resources into preparing for millions of new customers, countless investors have appeared spooked by the perpetual threats to repeal, or at least revise, the law. According to Thomson Reuters, private equity investment, usually the lifeblood for entrepreneurialism, has dropped by an astonishing 65 percent in the health care sector this year.

Scully has been trying to assuage these worries, but the nervous questions keep coming at him. Before he even began his speech, one attendee said he feared that only three million new patients, far fewer than estimated, would be signing up for insurance. "No way," Scully said. "Way more — way more. At least 15 million, maybe 20 million. The Democrats have a huge incentive to make this work." Another asked if Scully was worried about Congressional repeal. "It's just not going to happen," he said. "Don't pay attention to Rush Limbaugh." When Scully finally began his speech, he noted that the prevailing narrative among Republicans — assuming that many in the room were, like him, Republican — was incorrect. "It's not a government takeover of medicine," he told the crowd. "It's the privatization of health care." In fact, Obamacare, he said, was largely based on past Republican initiatives. "If you took George H. W. Bush's health plan and removed the label, you'd think it was Obamacare."

Scully then segued to his main point, one he has been making in similarly handsome dining rooms across the country: No matter what investors thought about Obamacare politically — and surely many there did not think much of it — the law was going to make some people very rich. The Affordable Care Act, he said, wasn't simply a law that mandated insurance for the uninsured. Instead, it would fundamentally transform the basic business model of medicine. With the right understanding of the industry, private-sector markets and bureaucratic rules, savvy investors could help underwrite innovative companies specifically designed to profit from the law. Billions could flow from Washington to Wall Street, indeed.

Scully, who has spent the last 30-some years oscillating between government and the private sector, is hoping to be his own best proof of the Obamacare gold mine. As a principal health policy adviser under President George H. W. Bush, he helped formulate many of those past Republican initiatives — like the shift to private-insurance programs — that Obamacare has put into law. Under George W. Bush, he ran the Centers for Medicare and Medicaid Services and oversaw a host of proto-Obamacare reforms, like Medicare Part D, which introduced competition into the government-supported health care market. After leaving C.M.S. in 2004, Scully began working simultaneously at Welsh, Carson, Anderson & Stowe, a leading health care private equity firm, and Alston & Bird, a law firm and health care lobbying organization. When the Affordable Care Act became law in 2010, he found himself in the rare position of being a lobbyist, private equity executive and former government health care official with access to a serious amount of capital. During the past three years, as other Republicans have tried to overturn Obamacare, Scully searched for a way to make a killing from it.


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Could New York City Subways Survive Another Hurricane?

Written By Unknown on Selasa, 29 Oktober 2013 | 18.38

A good place to see how and why the Metropolitan Transportation Authority just barely survived Sandy last fall is the entrance to a tunnel at 148th Street and Lenox Avenue, in Central Harlem, where, just before the storm hit, a crew of carpenters built a plywood dam 8½ feet tall by about 55 feet wide. That ad hoc, low-tech, last-minute construction held the New York Harbor at bay and not only saved the city hundreds of millions of dollars, but also made it possible for the subway to come back to life as quickly as it did.

Illustration by Wesley Allsbrook

M.T.A. workers hauling sandbags into a subway entrance as part of a makeshift dam.

Illustration by Wesley Allsbrook

The M.T.A. Rail Control Center, where all the boards went gray.

The first work on the dam began a week before Sandy arrived, when building materials were taken to the site. As weather forecasters were hemming and hawing about European versus American climate models and Mayor Bloomberg was debating whether to evacuate flood areas, New York City Transit was working on its own hurricane plans. "You scramble your jets right away — you can't wait," says Thomas F. Prendergast, president of New York City Transit at the time and now the authority's chairman and chief executive. The reports on the dam that he was getting at the Rail Control Center in Midtown showed the level getting higher and higher. "The water was lapping at the top," he says.

Not long after Sandy was categorized a tropical depression off the coast of Venezuela on Friday, Oct. 19, the M.T.A. had begun gathering cots and bedding, food and water, for track workers and hydraulics teams and even the train crews that would shut the system down and start it back up. Carpenters and bus drivers alike would be staying at depots and temporary shelters, because there would be no way for them to go home and then return to work while the subways and regional trains like Metro-North Railroad and New Jersey Transit were out. By Wednesday, when Sandy crossed the island of Jamaica as a Category 1 hurricane, carpenters were covering sidewalk subway grates with plastic sheeting and plywood and building barriers at the entrances of low-lying subway stations, mostly in Lower Manhattan.

On Sunday, as Sandy moved up the East Coast, Governor Cuomo announced the closing of the subway system. "Now it is time to take action," he said. Transit put its trains on tracks between stations north of 59th Street, where many tunnels are at a flood-safe elevations. Engineers and conductors walked back along the tracks to be picked up by the dwindling number of trains still running.

At the 148th Street Station, in Central Harlem — the northern terminus of the Seventh Avenue line, a.k.a. the No. 3 line, and the point where the tracks go underground beneath Lenox Avenue — Frank Jezycki was watching carpenters build the dam. Jezycki is in charge of all subway maintenance, which includes tunnels, elevated structures, fans and pumps. Pumps are always going; on a dry day, the system takes in 13 million gallons of water that pour into it from underground streams and other sources. "My area is responsible to, first, try to mitigate the water coming in," Jezycki says, "and, second, to get rid of the water once it comes in."

Jezycki had recently been going all around the subway system — "That guy Frank," a hydraulics worker said, "he's a machine!" — but now he was focusing on the dam-building as the timbers, plywood and sandbags were moved, fire-brigade style, from the M.T.A. yard at Lenox Avenue down to the tunnel's opening. There were already two vertical steel supports on each side, installed before a Nor'easter in 1992 to hold a three-foot-tall dam, like the one that kept out the water from Hurricane Irene in 2011. It took about five hours of construction to put up the three-foot dam across the tunnel's mouth.

But Jezycki and the carpenters were worried. Sandy was expected to be bigger than Irene: the storm was due to arrive at the same time as the high tide, which was going to be higher than normal because of a full moon. What's more, the Harlem River was not the only threat at 148th Street; water sometimes runs off the Harlem River Drive, and out of the sewers. "We've had occasion where the sewer becomes surcharged and overflows through the manholes into the yard," Jezycki says, "and flows down the track to the portal."

This article has been revised to reflect the following correction:

Correction: October 26, 2013

An earlier version of this article referred incorrectly to the area at 148th St. and Lenox Ave. where workers erected a dam in front of a tunnel entrance. It is Central Harlem, not East Harlem.


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Jump-Starter Kits for the Mind
By KATE MURPHY

Low-level electric current offers promise, and potential perils, as a way to stimulate the brain, but many do-it-yourselfers aren't waiting for confirmation. They're rushing to buy kits online or hooking themselves to nine-volt batteries.


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It’s the Economy: Why Apple Wants to Bust Your iPhone

Illustration by Kelsey Dake

At first, I thought it was my imagination. Around the time the iPhone 5S and 5C were released, in September, I noticed that my sad old iPhone 4 was becoming a lot more sluggish. The battery was starting to run down much faster, too. But the same thing seemed to be happening to a lot of people who, like me, swear by their Apple products. When I called tech analysts, they said that the new operating system (iOS 7) being pushed out to existing users was making older models unbearably slow. Apple phone batteries, which have a finite number of charges in them to begin with, were drained by the new software. So I could pay Apple $79 to replace the battery, or perhaps spend 20 bucks more for an iPhone 5C. It seemed like Apple was sending me a not-so-subtle message to upgrade.

Deep thoughts this week:

1. Apple may be coordinating the obsolescence of its products.

2. Which is annoying for consumers.

3. But possibly worse for the company.

Of course, there are more benign explanations. The new software and recent app updates offer fancy new features that existing users want; maybe the battery is sealed with tiny five-point screws for aesthetic considerations. Perhaps, but this isn't the first time that tech analysts and random crazies on the Internet have noted that breakdowns in older Apple products can often coincide with when upgrades come onto the market. Many have taken this as evidence of "planned obsolescence," a term that dates to the Great Depression, when a real estate broker suggested that the government should stimulate the economy by placing artificial expiration dates on consumer products so people would buy more.

To conspiracy-theory-hungry observers (and some of the rest of us), it might make sense that Apple would employ this business strategy. The tech giant, after all, has reached near-saturation levels in the U.S. smartphone market. If iPhones work forever, people who already own the devices­ won't buy new ones. Furthermore, selling products with finite life spans can be good for consumers, depending on their tastes and how informed they are. The fashion industry, whose entire mission is to essentially render products obsolete long before they cease to be functional, does this regularly. I buy clothes from H&M and other low-cost, trend-driven stores knowing full well that the pieces might fall apart after a year's worth of washes. And if the clothes won't be fashionable next year anyway, who cares? Improving the durability — and thereby cost — of the clothes would probably just drive away price-sensitive shoppers like me. Apple has similar considerations. Would the additional longevity of the battery be valuable enough to its core consumers to justify the inevitable higher price?

Economists have theories about market conditions that encourage planned obsolescence. A company has strong incentives to degrade product durability when it has a lot of market power and when consumers don't have good substitute products to choose from. (That's what happened with the international light-bulb cartel of the early 20th century, which penalized its members for manufacturing bulbs that lasted more than 1,000 hours.) When Apple started making the iPhone in 2007, its product was so innovative that it could have deliberately degraded durability without fear. But in the last couple years, the company has faced stiffer competition from Samsung and HTC, among others, which should deincentivize planned obsolescence. "Buyers are smart, and if they start figuring out that one of the costs of buying Apple's products is that they're constantly nickel-and-diming you, they'll switch," said Austan Goolsbee, an economics professor at the University of Chicago's Booth School of Business.

Well, maybe. A company could still be encouraged to engage in planned obsolescence if consumers perceive large "switching costs" associated with going to a new brand. There are plenty of economics textbooks to choose from, for instance, and yet publishers still artificially make their old editions unusable by changing pagination or scrambling homework questions because they know teachers don't want to deal with learning a whole new book.

Similarly, iPhone users have probably purchased complementary products, like apps, that won't transfer to Android phones. They also probably have a network of iPhone-using friends with whom they can chat free using Apple's Messages app (instead of paying for text messages). These switching costs increase Apple's incentives to force its existing customers to upgrade by making older models gradually become more dysfunctional.

There is, however, a simple way to effectively render an old product obsolete without fleecing your existing customers. Instead of degrading the old model, companies can offer innovations in the new model that make upgrading irresistible. Apple succeeded at doing this for a while, offering new iPhones that included major improvements. In the past, consumers were so excited about the cool new features, like Siri, the voice-activated interface, that they may not have minded (or even noticed) if their old phones started to deteriorate; they planned on upgrading anyway. This time around, that's less true. The iPhone 5S and 5C offer fewer quantum improvements. Consumers are more likely to want their old phones to continue working at peak condition in perpetuity, and to feel cheated when they don't.

When major innovations remain out of reach, and degrading durability threatens to tick off loyal customers, companies like Apple can still take a cue from the fashion industry. If you can brainwash consumers into developing new tastes that make the old stuff look uncool for aesthetic rather than functional reasons, you still have a shot at harvesting more sales from your existing customer base. But it seems Apple may have already figured this out too. Just check out the wait times for the iPhone 5S in that shiny new gold color.

Catherine Rampell is an economics reporter at The Times. Adam Davidson wrote this week's feature on Obamacare.


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Written By Unknown on Senin, 28 Oktober 2013 | 18.38

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Lives: Hunting a Chimp on a Killing Spree

I raised the gun as the chimpanzee inspected a bunch of bananas, close enough that I could hear him softly grunting. Taking aim, I leaned back against a tree to control my trembling. My weight made the giant banana leaves rustle overhead, and he turned to face the noise. He walked unsteadily a few feet in my direction at first, clutching a bunch of bananas to his broad chest. Then he dropped the fruit and broke into a four-limbed run straight at me.

In the mid-1990s, that chimp, named Saddam, started to attack and kill children in the villages near Uganda's Kibale National Park. Groups of wild chimps, including those I came to study, sometimes hunted red colobus monkeys and other animals, but Saddam was the only one in the area known to prey on humans, which is why he was named for the dictator. One victim was grabbed from a blanket as her mother was picking millet nearby. Saddam later pulled a small child off the back of a woman digging in a cassava field. He grew bolder, and by the summer of 1998, he had attacked seven children, killing at least two of them. (Though it is difficult to be absolutely sure, he is believed to have been solely responsible for the spate of attacks.)

Horrified by the violence and fearful that their harmless study chimps would become targeted by angry villagers, Kibale's primatologists sent a trained tracker named Kateeba Deo to find Saddam. Deo could examine a piece of dung and tell you the size of the chimp who produced it. But he had no experience with guns, so he needed an armed companion.

That was me: a college freshman crazy about monkeys and anything to do with them. I was in Uganda taking a summer course in wildlife management. One of the researchers taught me to use his Telazol-loaded dart gun, which would incapacitate the chimp from a distance, so a villager could then dispatch him with a machete.

As we entered the bush on the first day of the hunt, Deo told me that, unlike most chimps, Saddam was a loner. It was very likely that the rest of his group was decimated by deforestation and poaching. Saddam, though, had adapted to life in what remained of the forest around the village of Ruteete. He had learned to avoid humans when possible but became a skilled raider of their crops. When there were no suitable trees, he made nests on the ground.

Saddam's home range was vast, and the forest was dense (where it hadn't been cleared). After each sighting by a villager, his trail quickly went cold. So instead of following him, we decided to stake out places Saddam was likely to turn up — usually, one of the village's makeshift banana-beer breweries. Saddam was drawn to the smoky, overripe bananas. He had even been seen drinking handfuls of the beer from the hollowed-out trees where it fermented.

We kept watch all day, every day, for more than a month, sweating in the shade of banana trees and passing time by chewing sugarcane and whittling sticks into toothpicks. Finally, on one Thursday afternoon in late July, Deo touched my shoulder and pointed to the trees in the back of the banana grove. They had started to shake. A chimp's black shape came in and out of view as he slowly moved toward us. At last he emerged — Saddam, without a doubt — knuckle-walking toward a huge stack of fermenting bananas. When I practiced with the gun, I was able to hit targets smaller than his torso from the same distance. But then he started to charge.

Through the sight of the rifle, I watched Saddam come at me. All I had to do was squeeze the trigger. But I stood frozen as he advanced to within a few feet. I braced myself, but suddenly Saddam pivoted right and stormed noisily into the forest. That was the last time I saw him.

I returned to college for my sophomore year, happy to get back to a place where most problems could be solved with a well-crafted excuse. A few months later, just before a midterm that seemed so incredibly important to me, I received a letter from Deo informing me that Saddam had finally been stopped: a group of local hunters armed with spears, and a ranger with a rifle, surrounded him in a marsh and killed him. They tracked him there from the scene of his last violent act: the slaying of an 18-month-old girl.

David Goldenberg is a writer in San Francisco.

E-mail submissions for Lives to lives@nytimes.com. Because of the volume of e-mail, the magazine cannot respond to every submission.


18.38 | 0 komentar | Read More

Could New York City Subways Survive Another Hurricane?

A good place to see how and why the Metropolitan Transportation Authority just barely survived Sandy last fall is the entrance to a tunnel at 148th Street and Lenox Avenue, in Central Harlem, where, just before the storm hit, a crew of carpenters built a plywood dam 8½ feet tall by about 55 feet wide. That ad hoc, low-tech, last-minute construction held the New York Harbor at bay and not only saved the city hundreds of millions of dollars, but also made it possible for the subway to come back to life as quickly as it did.

Illustration by Wesley Allsbrook

M.T.A. workers hauling sandbags into a subway entrance as part of a makeshift dam.

Illustration by Wesley Allsbrook

The M.T.A. Rail Control Center, where all the boards went gray.

The first work on the dam began a week before Sandy arrived, when building materials were taken to the site. As weather forecasters were hemming and hawing about European versus American climate models and Mayor Bloomberg was debating whether to evacuate flood areas, New York City Transit was working on its own hurricane plans. "You scramble your jets right away — you can't wait," says Thomas F. Prendergast, president of New York City Transit at the time and now the authority's chairman and chief executive. The reports on the dam that he was getting at the Rail Control Center in Midtown showed the level getting higher and higher. "The water was lapping at the top," he says.

Not long after Sandy was categorized a tropical depression off the coast of Venezuela on Friday, Oct. 19, the M.T.A. had begun gathering cots and bedding, food and water, for track workers and hydraulics teams and even the train crews that would shut the system down and start it back up. Carpenters and bus drivers alike would be staying at depots and temporary shelters, because there would be no way for them to go home and then return to work while the subways and regional trains like Metro-North Railroad and New Jersey Transit were out. By Wednesday, when Sandy crossed the island of Jamaica as a Category 1 hurricane, carpenters were covering sidewalk subway grates with plastic sheeting and plywood and building barriers at the entrances of low-lying subway stations, mostly in Lower Manhattan.

On Sunday, as Sandy moved up the East Coast, Governor Cuomo announced the closing of the subway system. "Now it is time to take action," he said. Transit put its trains on tracks between stations north of 59th Street, where many tunnels are at a flood-safe elevations. Engineers and conductors walked back along the tracks to be picked up by the dwindling number of trains still running.

At the 148th Street Station, in Central Harlem — the northern terminus of the Seventh Avenue line, a.k.a. the No. 3 line, and the point where the tracks go underground beneath Lenox Avenue — Frank Jezycki was watching carpenters build the dam. Jezycki is in charge of all subway maintenance, which includes tunnels, elevated structures, fans and pumps. Pumps are always going; on a dry day, the system takes in 13 million gallons of water that pour into it from underground streams and other sources. "My area is responsible to, first, try to mitigate the water coming in," Jezycki says, "and, second, to get rid of the water once it comes in."

Jezycki had recently been going all around the subway system — "That guy Frank," a hydraulics worker said, "he's a machine!" — but now he was focusing on the dam-building as the timbers, plywood and sandbags were moved, fire-brigade style, from the M.T.A. yard at Lenox Avenue down to the tunnel's opening. There were already two vertical steel supports on each side, installed before a Nor'easter in 1992 to hold a three-foot-tall dam, like the one that kept out the water from Hurricane Irene in 2011. It took about five hours of construction to put up the three-foot dam across the tunnel's mouth.

But Jezycki and the carpenters were worried. Sandy was expected to be bigger than Irene: the storm was due to arrive at the same time as the high tide, which was going to be higher than normal because of a full moon. What's more, the Harlem River was not the only threat at 148th Street; water sometimes runs off the Harlem River Drive, and out of the sewers. "We've had occasion where the sewer becomes surcharged and overflows through the manholes into the yard," Jezycki says, "and flows down the track to the portal."

This article has been revised to reflect the following correction:

Correction: October 26, 2013

An earlier version of this article referred incorrectly to the area at 148th St. and Lenox Ave. where workers erected a dam in front of a tunnel entrance. It is Central Harlem, not East Harlem.


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Lives: Hunting a Chimp on a Killing Spree

Written By Unknown on Minggu, 27 Oktober 2013 | 18.38

I raised the gun as the chimpanzee inspected a bunch of bananas, close enough that I could hear him softly grunting. Taking aim, I leaned back against a tree to control my trembling. My weight made the giant banana leaves rustle overhead, and he turned to face the noise. He walked unsteadily a few feet in my direction at first, clutching a bunch of bananas to his broad chest. Then he dropped the fruit and broke into a four-limbed run straight at me.

In the mid-1990s, that chimp, named Saddam, started to attack and kill children in the villages near Uganda's Kibale National Park. Groups of wild chimps, including those I came to study, sometimes hunted red colobus monkeys and other animals, but Saddam was the only one in the area known to prey on humans, which is why he was named for the dictator. One victim was grabbed from a blanket as her mother was picking millet nearby. Saddam later pulled a small child off the back of a woman digging in a cassava field. He grew bolder, and by the summer of 1998, he had attacked seven children, killing at least two of them. (Though it is difficult to be absolutely sure, he is believed to have been solely responsible for the spate of attacks.)

Horrified by the violence and fearful that their harmless study chimps would become targeted by angry villagers, Kibale's primatologists sent a trained tracker named Kateeba Deo to find Saddam. Deo could examine a piece of dung and tell you the size of the chimp who produced it. But he had no experience with guns, so he needed an armed companion.

That was me: a college freshman crazy about monkeys and anything to do with them. I was in Uganda taking a summer course in wildlife management. One of the researchers taught me to use his Telazol-loaded dart gun, which would incapacitate the chimp from a distance, so a villager could then dispatch him with a machete.

As we entered the bush on the first day of the hunt, Deo told me that, unlike most chimps, Saddam was a loner. It was very likely that the rest of his group was decimated by deforestation and poaching. Saddam, though, had adapted to life in what remained of the forest around the village of Ruteete. He had learned to avoid humans when possible but became a skilled raider of their crops. When there were no suitable trees, he made nests on the ground.

Saddam's home range was vast, and the forest was dense (where it hadn't been cleared). After each sighting by a villager, his trail quickly went cold. So instead of following him, we decided to stake out places Saddam was likely to turn up — usually, one of the village's makeshift banana-beer breweries. Saddam was drawn to the smoky, overripe bananas. He had even been seen drinking handfuls of the beer from the hollowed-out trees where it fermented.

We kept watch all day, every day, for more than a month, sweating in the shade of banana trees and passing time by chewing sugarcane and whittling sticks into toothpicks. Finally, on one Thursday afternoon in late July, Deo touched my shoulder and pointed to the trees in the back of the banana grove. They had started to shake. A chimp's black shape came in and out of view as he slowly moved toward us. At last he emerged — Saddam, without a doubt — knuckle-walking toward a huge stack of fermenting bananas. When I practiced with the gun, I was able to hit targets smaller than his torso from the same distance. But then he started to charge.

Through the sight of the rifle, I watched Saddam come at me. All I had to do was squeeze the trigger. But I stood frozen as he advanced to within a few feet. I braced myself, but suddenly Saddam pivoted right and stormed noisily into the forest. That was the last time I saw him.

I returned to college for my sophomore year, happy to get back to a place where most problems could be solved with a well-crafted excuse. A few months later, just before a midterm that seemed so incredibly important to me, I received a letter from Deo informing me that Saddam had finally been stopped: a group of local hunters armed with spears, and a ranger with a rifle, surrounded him in a marsh and killed him. They tracked him there from the scene of his last violent act: the slaying of an 18-month-old girl.

David Goldenberg is a writer in San Francisco.

E-mail submissions for Lives to lives@nytimes.com. Because of the volume of e-mail, the magazine cannot respond to every submission.


18.38 | 0 komentar | Read More
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Could New York City Subways Survive Another Hurricane?

A good place to see how and why the Metropolitan Transportation Authority just barely survived Sandy last fall is the entrance to a tunnel at 148th Street and Lenox Avenue, in Central Harlem, where, just before the storm hit, a crew of carpenters built a plywood dam 8½ feet tall by about 55 feet wide. That ad hoc, low-tech, last-minute construction held the New York Harbor at bay and not only saved the city hundreds of millions of dollars, but also made it possible for the subway to come back to life as quickly as it did.

Illustration by Wesley Allsbrook

M.T.A. workers hauling sandbags into a subway entrance as part of a makeshift dam.

Illustration by Wesley Allsbrook

The M.T.A. Rail Control Center, where all the boards went gray.

The first work on the dam began a week before Sandy arrived, when building materials were taken to the site. As weather forecasters were hemming and hawing about European versus American climate models and Mayor Bloomberg was debating whether to evacuate flood areas, New York City Transit was working on its own hurricane plans. "You scramble your jets right away — you can't wait," says Thomas F. Prendergast, president of New York City Transit at the time and now the authority's chairman and chief executive. The reports on the dam that he was getting at the Rail Control Center in Midtown showed the level getting higher and higher. "The water was lapping at the top," he says.

Not long after Sandy was categorized a tropical depression off the coast of Venezuela on Friday, Oct. 19, the M.T.A. had begun gathering cots and bedding, food and water, for track workers and hydraulics teams and even the train crews that would shut the system down and start it back up. Carpenters and bus drivers alike would be staying at depots and temporary shelters, because there would be no way for them to go home and then return to work while the subways and regional trains like Metro-North Railroad and New Jersey Transit were out. By Wednesday, when Sandy crossed the island of Jamaica as a Category 1 hurricane, carpenters were covering sidewalk subway grates with plastic sheeting and plywood and building barriers at the entrances of low-lying subway stations, mostly in Lower Manhattan.

On Sunday, as Sandy moved up the East Coast, Governor Cuomo announced the closing of the subway system. "Now it is time to take action," he said. Transit put its trains on tracks between stations north of 59th Street, where many tunnels are at a flood-safe elevations. Engineers and conductors walked back along the tracks to be picked up by the dwindling number of trains still running.

At the 148th Street Station, in Central Harlem — the northern terminus of the Seventh Avenue line, a.k.a. the No. 3 line, and the point where the tracks go underground beneath Lenox Avenue — Frank Jezycki was watching carpenters build the dam. Jezycki is in charge of all subway maintenance, which includes tunnels, elevated structures, fans and pumps. Pumps are always going; on a dry day, the system takes in 13 million gallons of water that pour into it from underground streams and other sources. "My area is responsible to, first, try to mitigate the water coming in," Jezycki says, "and, second, to get rid of the water once it comes in."

Jezycki had recently been going all around the subway system — "That guy Frank," a hydraulics worker said, "he's a machine!" — but now he was focusing on the dam-building as the timbers, plywood and sandbags were moved, fire-brigade style, from the M.T.A. yard at Lenox Avenue down to the tunnel's opening. There were already two vertical steel supports on each side, installed before a Nor'easter in 1992 to hold a three-foot-tall dam, like the one that kept out the water from Hurricane Irene in 2011. It took about five hours of construction to put up the three-foot dam across the tunnel's mouth.

But Jezycki and the carpenters were worried. Sandy was expected to be bigger than Irene: the storm was due to arrive at the same time as the high tide, which was going to be higher than normal because of a full moon. What's more, the Harlem River was not the only threat at 148th Street; water sometimes runs off the Harlem River Drive, and out of the sewers. "We've had occasion where the sewer becomes surcharged and overflows through the manholes into the yard," Jezycki says, "and flows down the track to the portal."

This article has been revised to reflect the following correction:

Correction: October 26, 2013

An earlier version of this article referred incorrectly to the area at 148th St. and Lenox Ave. where workers erected a dam in front of a tunnel entrance. It is Central Harlem, not East Harlem.


18.37 | 0 komentar | Read More

The Ethicist: Does the Golden Rule Hold Up in Modern Society?

Written By Unknown on Sabtu, 26 Oktober 2013 | 18.37

The Golden Rule (usually defined as "One should treat others as one would like to be treated") is attractive to people as a guiding principle for ethical conduct. However I feel that in our diverse, modern world, it is less than ideal. By assuming other people should be treated the way I want to be treated, it imposes my preferences and values on those around me. Wouldn't a better rule be "One should treat others as they want to be treated"? GARRETT FRY, MONROVIA, CALIF.

You're not the first person to question the logic of this principle. It's a reasonable reaction to any axiom that's supposed to work for all people, in all situations, all the time. The problem, however, has little to do with diversity or modernity; the problem is with the core supposition that any two people (regardless of similarity) will want the same thing. Your proposed solution seems better on the surface, but it has a different glitch — it hinges on the necessity of knowing (or asking) exactly what someone else desires, which defeats the utility of the concept. The espoused strength of the Golden Rule is that you shouldn't need to confer with anyone else before you act, because you would be automatically placing yourself in the boots of others.

The Golden Rule is imperfect and, at times, too easy of a response, so I almost never directly reference it in this column. Beyond the most fundamental level, I don't believe people want the same things. But there's another way to consider the language of this sentiment that makes the Golden Rule self-corrective: The rule states that people should treat others the way they would want to be treated. So how do we want to be treated? Well, I certainly want to be treated in a manner that accounts for the possibility that other people can't predict what I want. I want to be treated in a manner that does not assume all people are the same, and I never want anyone else to automatically impose their preferences upon my life (even if they believe their personal preferences are morally sound). These policies are central to how I want to be treated by others. And if this is the way I wish to be treated, it should be — according to the Golden Rule — how I treat everyone else. I should factor in my inability to read minds.

This semantic loophole makes the Golden Rule virtually bulletproof, which is why it's such a durable platitude. The downside, of course, is that the application of this loophole totally derails the sentiment's practicality. It provides a solution only if you can directly ask the other person precisely how they want to be treated — and if that option is available, you don't really need an overriding axiom to guide your behavior. This is why the Golden Rule is ultimately like every other maxim: It works flawlessly, until it doesn't. Then it just becomes a collection of words that sound vaguely profound.

HOME INVASION

Recently, my home was featured in a full-page advertisement in a national magazine. The advertiser is a manufacturer of a building product that we installed in the house, and our house is the only one featured in the ad. I did not know that my home would be in the advertisement until my contractor told me to look for it. I was not paid any money. Should I have been compensated? NAME WITHHELD

Absolutely. Your private residence is being used to promote a product that (I assume) you paid for, based on the assumption that you'll robotically be flattered to see your house in a magazine. Moreover, you weren't even asked for permission. That's insane. The company acted unethically.

E-mail queries to ethicist@nytimes.com, or send them to the Ethicist, The New York Times Magazine, 620 Eighth Avenue, New York, N.Y. 10018, and include a daytime phone number.


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Lives: Hunting a Chimp on a Killing Spree

I raised the gun as the chimpanzee inspected a bunch of bananas, close enough that I could hear him softly grunting. Taking aim, I leaned back against a tree to control my trembling. My weight made the giant banana leaves rustle overhead, and he turned to face the noise. He walked unsteadily a few feet in my direction at first, clutching a bunch of bananas to his broad chest. Then he dropped the fruit and broke into a four-limbed run straight at me.

In the mid-1990s, that chimp, named Saddam, started to attack and kill children in the villages near Uganda's Kibale National Park. Groups of wild chimps, including those I came to study, sometimes hunted red colobus monkeys and other animals, but Saddam was the only one in the area known to prey on humans, which is why he was named for the dictator. One victim was grabbed from a blanket as her mother was picking millet nearby. Saddam later pulled a small child off the back of a woman digging in a cassava field. He grew bolder, and by the summer of 1998, he had attacked seven children, killing at least two of them. (Though it is difficult to be absolutely sure, he is believed to have been solely responsible for the spate of attacks.)

Horrified by the violence and fearful that their harmless study chimps would become targeted by angry villagers, Kibale's primatologists sent a trained tracker named Kateeba Deo to find Saddam. Deo could examine a piece of dung and tell you the size of the chimp who produced it. But he had no experience with guns, so he needed an armed companion.

That was me: a college freshman crazy about monkeys and anything to do with them. I was in Uganda taking a summer course in wildlife management. One of the researchers taught me to use his Telazol-loaded dart gun, which would incapacitate the chimp from a distance, so a villager could then dispatch him with a machete.

As we entered the bush on the first day of the hunt, Deo told me that, unlike most chimps, Saddam was a loner. It was very likely that the rest of his group was decimated by deforestation and poaching. Saddam, though, had adapted to life in what remained of the forest around the village of Ruteete. He had learned to avoid humans when possible but became a skilled raider of their crops. When there were no suitable trees, he made nests on the ground.

Saddam's home range was vast, and the forest was dense (where it hadn't been cleared). After each sighting by a villager, his trail quickly went cold. So instead of following him, we decided to stake out places Saddam was likely to turn up — usually, one of the village's makeshift banana-beer breweries. Saddam was drawn to the smoky, overripe bananas. He had even been seen drinking handfuls of the beer from the hollowed-out trees where it fermented.

We kept watch all day, every day, for more than a month, sweating in the shade of banana trees and passing time by chewing sugarcane and whittling sticks into toothpicks. Finally, on one Thursday afternoon in late July, Deo touched my shoulder and pointed to the trees in the back of the banana grove. They had started to shake. A chimp's black shape came in and out of view as he slowly moved toward us. At last he emerged — Saddam, without a doubt — knuckle-walking toward a huge stack of fermenting bananas. When I practiced with the gun, I was able to hit targets smaller than his torso from the same distance. But then he started to charge.

Through the sight of the rifle, I watched Saddam come at me. All I had to do was squeeze the trigger. But I stood frozen as he advanced to within a few feet. I braced myself, but suddenly Saddam pivoted right and stormed noisily into the forest. That was the last time I saw him.

I returned to college for my sophomore year, happy to get back to a place where most problems could be solved with a well-crafted excuse. A few months later, just before a midterm that seemed so incredibly important to me, I received a letter from Deo informing me that Saddam had finally been stopped: a group of local hunters armed with spears, and a ranger with a rifle, surrounded him in a marsh and killed him. They tracked him there from the scene of his last violent act: the slaying of an 18-month-old girl.

David Goldenberg is a writer in San Francisco.

E-mail submissions for Lives to lives@nytimes.com. Because of the volume of e-mail, the magazine cannot respond to every submission.


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The Importance of Not Being Ernest

Written By Unknown on Jumat, 25 Oktober 2013 | 18.38

Mariel Hemingway gets up early, perhaps as an unconscious homage to her famous grandfather, to watch the sun rise. Each morning, while still in bed, she and her live-in boyfriend, an erstwhile stuntman and actor named Bobby Williams, begin a series of predawn exercises that consist of breathing, stretching, contemplating the things they're grateful for and visualizing the day ahead. Hemingway then makes the bed and a pot of jasmine green tea. She fills the hummingbird feeders with organic sugar water, feeds organic soy-free meal to the brood of egg-laying hens that live in her backyard and heads back to the kitchen to prepare a smoothie.

Holly Andres for The New York Times

Hemingway and Bobby Williams at home in Malibu, Calif.

At this point in their elaborate morning ritual, on an overcast day in early May, I joined Hemingway and Williams. They live in a modest three-bedroom ranch house hidden behind a giant oak tree, at the end of a sinuous maze of gravelly roads, deep in a canyon on the edge of Malibu. At quarter to 6, Hemingway was in the kitchen steeping her second pot of green tea while talking about a recent dinner with Woody Allen, who directed her Oscar-nominated performance in "Manhattan" — their first meeting in 15 years. At 51, Hemingway still bears an uncanny resemblance to the 17-year-old girl she portrayed in that film: she has the same long, athletic limbs; the cliff-jump cheekbones; the high, distinctive, Muppet voice. But whereas her character in "Manhattan" was unnaturally poised and still, Hemingway is loose, unguarded and disarmingly funny.

Williams padded into the room, still blurry with sleep. Shirtless and in yoga pants, he displayed the chiseled muscles of someone for whom working out is a primary occupation. (In the 1990s, he was the guy exercising in the Soloflex commercial.) Although he is 50, there is much about him, from the diminutive "Bobby" to his mop of brown hair, that seems boyish. His manner, however, can be tightly coiled. "O.K., first of all, let's tell the truth," he said. "You wouldn't even hear me breathing in the morning. You're here, so Mariel's giving you stories, but she doesn't talk at all."

"You don't say a word," Hemingway said. "Don't throw me under the bus!" She laughed.

In silence, Williams, whom Hemingway calls her "life partner" — they have been together for four and a half years — began loading ingredients into a blender: avocados, coconut water, dates, superfood powder and various herbal tinctures. Hemingway narrated over the grinding. "We put in turmeric for inflammation . . . cinnamon for metabolism and blood . . . the dates are for the thyroid, plus the sweetness is nice. . . . We don't put fruit in it because it changes it from being an alkaline thing to being more acidic."

Hemingway, who has written a yoga memoir, an organic-foods cookbook and two self-help books (one written with Williams), believes that the quotidian decisions we make, from the foods we consume to the amount of time we spend lollygagging on the Internet — what she calls our "lifestyle choices" — have a profound impact on mood and well-being. She has maintained this for years, long before the idea became mainstream. "I definitely grew up the healthiest person on the planet," her daughter, Langley Fox, told me. "My first 'cookie' was a nonflavored rice cracker. How a healthy lifestyle will help your whole well-being — I got the whole spiel."

It's a topic Hemingway has thought a lot about, because her family not only has a celebrated artistic legacy but also a darker psychological one. Her grandfather, the writer Ernest Hemingway, was a notorious heavy drinker who suffered frequent bouts of depression and committed suicide by shooting himself in the head with a 12-gauge double-barreled shotgun at age 61, four months before Mariel was born. Her older sister Margaux, one of the highest-paid models of the 1970s, struggled with drug addiction, bulimia and alcohol-induced epilepsy; at 41, on the day before the 35th anniversary of her grandfather's death, she intentionally overdosed on phenobarbital. Her oldest sister, Muffet, is bipolar and schizophrenic and has been in and out of institutions much of her life.


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A Game of Shark and Minnow

A Game
of Shark
and Minnow

In a remote corner of the South China Sea, 105 nautical miles from the Philippines, lies a submerged reef the Filipinos call Ayungin.

Scroll

Satellite imagery: NASA

In most ways it resembles the hundreds of other reefs, islands, rock clusters and cays that collectively are called the Spratly Islands.

But Ayungin is different. In the reef's shallows there sits a forsaken ship, manned by eight Filipino troops whose job is to keep China in check.

A Game of Shark
And Minnow

By Jeff Himmelman
Photographs and video by Ashley Gilbertson

Produced by Mike Bostock, Clinton Cargill, Shan Carter, Nancy Donaldson, Tom Giratikanon, Xaquín G.V., Steve Maing and Derek Watkins

Ayungin Shoal lies 105 nautical miles from the Philippines. There's little to commend the spot, apart from its plentiful fish and safe harbor — except that Ayungin sits at the southwestern edge of an area called Reed Bank, which is rumored to contain vast reserves of oil and natural gas. And also that it is home to a World War II-era ship called the Sierra Madre, which the Philippine government ran aground on the reef in 1999 and has since maintained as a kind of post-apocalyptic military garrison, the small detachment of Filipino troops stationed there struggling to survive extreme mental and physical desolation. Of all places, the scorched shell of the Sierra Madre has become an unlikely battleground in a geopolitical struggle that will shape the future of the South China Sea and, to some extent, the rest of the world.

In early August, after an overnight journey in a fishing boat that had seen better days, we approached Ayungin from the south and came upon two Chinese Coast Guard cutters stationed at either side of the reef. We were a small group: two Westerners and a few Filipinos, led by Mayor Eugenio Bito-onon Jr., whose territory includes most of the Philippine land claims in the South China Sea. The Chinese presence at Ayungin had spooked the Philippine Navy out of undertaking its regular run to resupply the troops there, but the Chinese were still letting some fishing boats through. We were to behave as any regular fishing vessel with engine trouble or a need for shelter in the shoal would, which meant no radio contact. As we throttled down a few miles out and waited to see what the Chinese Coast Guard might do, there was only an eerie quiet.

Bito-onon stood at the prow, nervously eyeing the cutters. Visits to his constituents on the island of Pag-asa, farther northwest, take him past Ayungin fairly frequently, and the mayor has had his share of run-ins. Last October, he said, a Chinese warship crossed through his convoy twice, at very high speed, nearly severing a towline connecting two boats. This past May, as the mayor's boat neared Ayungin in the middle of the night, a Chinese patrol trained its spotlight on the boat and tailed it for an hour, until it became clear that it wasn't headed to Ayungin. "They are becoming more aggressive," the mayor said. "We didn't know if they would ram us."

We didn't know if they would ram us, either. As we approached, we watched through binoculars and a camera viewfinder to see if the Chinese boats would try to head us off. After a few tense moments, it became clear that they were going to stay put and let us pass. Soon we were inside the reef, the Sierra Madre directly in front of us. As we chugged around to the starboard side, two marines peered down uncertainly from the top of the long boarding ladder. The ship's ancient communications and radar equipment loomed above them, looking as if it could topple over at any time. After a series of rapid exchanges with the mayor, the marines motioned for us to throw up our boat's ropes. Within a minute or two the fishing boat was moored and we were handing up our bags, along with cases of Coca-Cola and Dunkin' Donuts that naval command had sent along as pasalubong, gifts for the hungry men on board.

From afar, the boat hadn't looked much different from the Chinese boats that surrounded it. But at close range, water flowed freely through holes in the hull.

With the tropical sun blasting down on it, the ship was ravaged by rust. Whole sections of the deck were riddled with holes.

Old doors and metal sheets dotted paths where the men walked, to prevent them from plunging into the cavernous tank space below.

It was hard to imagine how such a forsaken place could become a flash point in a geopolitical power struggle.

But before we had much time to think about that, someone pointed out that the Chinese boats had started to move. They left their positions to the east and west of the reef and began to converge just off the starboard side, where the reef came closest to the ship.

Chinese Coast Guard cutters patrol within sight of the Sierra Madre.

The mayor and several others stood quietly on deck, watching them as they came. The message from the Chinese was unmistakable: We see you, we've got our eye on you, we are here.

As the Chinese boats made their half-circle in front of the Sierra Madre, the mayor mimed the act of them filming us. "Wave," he said. "We're going to be big on YouTube."

Dangerous Ground

To understand how Ayungin (known to the Western world as Second Thomas Shoal) could become contested ground is to confront, in miniature, both the rise of China and the potential future of U.S. foreign policy. It is also to enter into a morass of competing historical, territorial and even moral claims in an area where defining what is true or fair may be no easier than it has proved to be in the Middle East.

The Spratly Islands sprawl over roughly 160,000 square miles in the waters of the coasts of the Philippines, Malaysia, Brunei, Taiwan and China — all of whom claim part of the islands.

Since the 18th century, navigators have referred to the Spratlys as "Dangerous Ground" — a term that captures not only the treacherous nature of the area but also the mess that is the current political situation in the South China Sea.

Sources: C.I.A.; Mayor Bito-onon

In addition to the Philippines, the governments of China, Taiwan and Vietnam also claim the Spratlys for themselves, and have occupied some of them as a way to stake that claim. Malaysia and Brunei make more modest partial claims.

Source: C.I.A.

The Chinese and Taiwanese base their claims on Xia and Han dynasty records and a 1947 map made by the Kuomintang. The nine-dash line derived from that map pushes up against the coastlines of all the other countries in the area.

The current Philippine claim is based mostly on the U.N. Convention on the Law of the Sea from 1982, which established an Exclusive Economic Zone of 200 nautical miles off the shore of sovereign states.

Source: National Center for Ecological Analysis and Synthesis

Why the fuss over "Dangerous Ground"? Natural resources are a big piece of it. According to current U.S. estimates, the seabed beneath the Spratlys may hold up to 5.4 billion barrels of oil and 55.1 trillion cubic feet of natural gas. On top of which, about half of the world's merchant fleet tonnage and nearly one third of its crude oil pass through these waters each year. They also contain some of the richest fisheries in the world.

In 2012, China and the Philippines engaged in a standoff at Scarborough Shoal, after a Philippine warship attempted to expel Chinese fishing boats from the area, which they claimed had been harvesting endangered species within the Philippine EEZ. Although the shoal lies well to the north of the Spratlys, it is in many ways Ayungin's direct precedent.

The Cabbage Strategy

China is currently in disputes with several of its neighbors, and the Chinese have become decidedly more willing to wield a heavy stick. There is a growing sense that they have been waiting a long time to flex their muscles and that that time has finally arrived. "Nothing in China happens overnight," Stephanie Kleine-Ahlbrandt, the director of Asia-Pacific programs at the United States Institute of Peace, said. "Any move you see was planned and prepared for years, if not more. So obviously this maritime issue is very important to China."

It is also very important to the United States, as Secretary of State Hillary Rodham Clinton made clear at a gathering of the Association of Southeast Nations (Asean) in Hanoi in July 2010. Clinton declared that freedom of navigation in the South China Sea was a "national interest" of the United States, and that "legitimate claims to to maritime space in the South China Sea should be derived solely from legitimate claims to land features," which could be taken to mean that China's nine-dash line was illegitimate. The Chinese foreign minister, Yang Jiechi, chafed visibly, left the meeting for an hour and returned only to launch into a long, vituperative speech about the danger of cooperation with outside powers.

President Obama and his representatives have reiterated America's interest in the region ever since. The Americans pointedly refuse to take sides in the sovereignty disputes. But China's behavior as it becomes more powerful, along with freedom of navigation and control over South China Sea shipping lanes, will be among the major global political issues of the 21st century. According to the Council on Foreign Relations, of the $5.3 trillion in global trade that transits the South China Sea each year, $1.2 trillion of it touches U.S. ports — and so American foreign policy has begun to shift accordingly.

In a major speech in Singapore last year, Leon Panetta, then the secretary of defense, described the coming pivot in U.S. strategy in precise terms: "While the U.S. will remain a global force for security and stability, we will of necessity rebalance toward the Asia-Pacific region." He referred to the United States as a "Pacific nation," with a capital "P" and no irony, and then announced a series of changes — most notably that the roughly 50-50 balance of U.S. naval forces between the Pacific and the Atlantic would become 60-40 Pacific by 2020. Given the size of the U.S. Navy, this is enormously significant.

In June, the United States helped broker an agreement for both China's and the Philippines's ships to leave Scarborough Shoal peacefully, but China never left. They eventually blocked access to the shoal and filled in a nest of boats around it to ward off foreign fishermen.

"Since [the standoff], we have begun to take measures to seal and control the areas around the Huangyan Island," Maj. Gen. Zhang Zhaozhong, of China's People's Liberation Army, said in a television interview in May, using the Chinese term for Scarborough. (That there are three different names for the same set of uninhabitable rocks tells you much of what you need to know about the region.) He described a "cabbage strategy," which entails surrounding a contested area with so many boats — fishermen, fishing administration ships, marine surveillance ships, navy warships — that "the island is thus wrapped layer by layer like a cabbage."

There can be no question that the cabbage strategy is in effect now at Ayungin and has been at least since May. General Zhang, in his interview several months ago, listed Ren'ai Shoal (the Chinese name for Ayungin) in the P.L.A.'s "series of achievements" in the South China Sea. He had already put it in the win column, even though eight Filipino marines still live there. He also seemed to take some pleasure in the strategy. Of taking territory from the Philippines, he said: "We should do more such things in the future. For those small islands, only a few troopers are able to station on each of them, but there is no food or even drinking water there. If we carry out the cabbage strategy, you will not be able to send food and drinking water onto the islands. Without the supply for one or two weeks, the troopers stationed there will leave the islands on their own. Once they have left, they will never be able to come back."

'If You Want to Live, Eat'

On the deck of the Sierra Madre, with morning sun slanting off the bright blue water and the crowing of a rooster for a soundtrack, Staff Sgt. Joey Loresto and Sgt. Roy Yanto were improvising. Yanto, a soft-spoken 31-year-old, had lost an arrow spearfishing on the shoal the day before. Now he had pulled the handle off an old bucket and was banging it straight with a rusty mallet in an attempt to make it into a spear. Everything on the Sierra Madre was this way — improvised, repurposed. "Others came prepared," Loresto said of previous detachments that had been briefed about life on the boat before they arrived and knew they would need to fish to supplement their diet. "But we were not prepared."

For the final touches to the arrowhead, Yanto used a hammer and a rusted, machete-like blade.

They made spearfishing guns from a piece of wood, a bolt repurposed as a trigger and two pieces of rubber for propulsion.

In the afternoons, if the weather was good and the tide was low, they would don snorkels and old goggles and swim around the boat.

A successful spearfishing session meant avoiding barracudas and sharks and gathering a basket full of Philippine grouper known as lapu-lapu.

Yanto lived alone at the stern of the boat, in a room with a bed, a mosquito net, an M-16 propped against the wall and nothing but a tarp wrapped around a steel bar to separate him from the sea. He also took care of the three fighting cocks on the boat. They were lashed to various perches at the stern and took great pleasure in crowing at anybody who tried to use the "toilet," a seatless ceramic bowl suspended over the water by iron pipes and plywood.

Yanto has a wife and a 6-year-old son back in Zamboanga City. Like the others, he is able to talk to his family once a week or so, when they call in to one of the two satellite phones that the men take care to keep dry and charged. "It's enough for me," he said, of the 5 or 10 minutes he gets on the phone with his family. "What's important is that I heard their voice."

Like Yanto, Loresto was wearing a sleeveless jersey with "MARINES" printed across the front and a section of mesh between the chest and waistline, uniforms for the world's most exotic basketball team. "It's a lonely place," Loresto said. "But we make ourselves busy, always busy."

When his arrow was complete, Yanto turned to two tubs covered in plastic, which were filled with fish that he had picked off his line the previous night. Fishing lines descended at regular intervals from the port side of the boat, with each soldier responsible for his own; they spend hours tending to them. Yanto split the fish open, covered them with salt, then laid them out to dry on a plank hanging above the deck. "Good for breakfast," he said, gesturing to the fish he was putting up.

The men depend on fish as their main means of physical survival.

The men depend on fish — fresh, fried, dried — as their main means of physical survival. They were all undernourished and losing weight, even though eating and meal prep were the main activities on board, after fishing. Asked what meal he missed most from the mainland, Yanto said, "Vegetables," without hesitation. "That's more important than meat or any other kind of dish." The motto of the boat, spray-painted on the wall near the kitchen, was "Kumain ang gustong mabuhay" — basically: "If you want to live, eat."

In the long hours between lunch and dinner, most of the men would disappear into their quarters to pass the time. Aside from Yanto and the one Navy seaman on board, who occupied an aerie above everybody else, the marines lived in the old officer's quarters and on the boat's bridge. When the Sierra Madre was first driven up on the shoal in 1999, it was apparently a desired posting: there was less rust, you could sleep wherever you wanted and people played basketball in the vast tank space below deck. (Now that space was filled with standing water and whatever trash the men threw into it.) Aside from the quarters, which were themselves full of leaks and rust, there was hardly any place inside the boat to congregate that wasn't either a health hazard, full of water or open to the elements. In bad weather, they gathered in the communications room on the second floor, where Loresto's DVD player and computer were kept, to watch movies or sing karaoke. (They were all pretty good, but Yanto stood out. He nailed George Michael's "Careless Whisper," down to the vividly emotional hand gestures.) If they weren't at the computer, they were just off to the side, in a small, dark workout area that held an exercise bike (extra resistance supplied by pulling a strap with your hands), an ancient bench press and a bunch of Vietnam-era American communications equipment.

Servicemen Roel Sarucam, Joey Loresto, Charlie Claro, Lionel Pepito, Israel Briguera and Antonio Olayra on the deck of the Sierra Madre.

The Sierra Madre at one time was the U.S.S. Harnett County, built as a tank-landing ship for World War II and then repurposed as a floating helicopter and speedboat hub in the rivers of Vietnam. In 1970 the U.S. gave the ship to the South Vietnamese, and in 1976 it was passed on to the Philippines. But nobody had ever taken the time to strip all of the communications gear or even old U.S. logbooks and a fleet guide from 1970.

In good weather, the men socialized outside, under the corrugated-tin roof that sheltered the boat's small kitchen and living area. The "walls" were tarps, repurposed doors, old metal sheets and the backs of storage lockers. The "floor" consisted of two large canted metal plates that met in the middle of the boat, suspended above a large void in the deck. The plates popped and echoed with deep thuds whenever anybody walked over them. Everything was on an incline, so the legs of the peeling-leather couches and tables were sawed to various lengths to square their surfaces. A locker at the center, the driest spot on deck, held mostly inoperable electronic equipment and a small television that had a satellite connection but stayed on for only five minutes at a time. The men got together in the evenings to watch the Philippine squad make a surprising run in the FIBA Asia basketball tournament, only to be interrupted as the television repeatedly went dark. To fix it they had to insert a thin metal wire into a hole in the set and then power the machine off and back on again. "Defective," one of marines said, by way of explanation. Loresto smiled and shook his head. "Overuse," he said.

Loresto was the life of the boat. When the men played pusoy dos, a variation of poker, he displayed an impressive and sustained level of exuberance, often plastering the winning card to his forehead, face out, and shouting with laughter. He comes from Ipilan, on the island of Palawan. He's 35, with a wife and three children, ages 2, 10 and 12. Before this posting, he spent 10 years fighting Islamic extremists in Mindanao, the southernmost island group in the Philippine archipelago. Asked whether he preferred combat or the Sierra Madre, Loresto thought for a second and then said, "Combat."

He also had one of the only real military jobs on the boat, manning the radio and reporting the number and behavior of the boats outside the shoal. He was also the one to note and record that a U.S. intelligence plane, a P-3C Orion, tended to fly over the shoal whenever the Chinese made a significant tactical shift.

Loresto regularly updated his "sightings" — a Hainanese fishing vessel there, a Vietnamese one here.

When the Chinese swapped their maritime surveillance boats out for Coast Guard cutters, Loresto took note.

Every four hours, he radioed his reports. He didn't love being there, but he knew why it was necessary. "It's our job to defend our sovereignty," he said.

One morning, as a Chinese boat circled slowly off the Sierra Madre's starboard side, Mayor Bito-onon pulled out his computer to deliver a PowerPoint presentation about the various Philippine-held islands in the Spratlys. Most of the men had never seen anything like it before, and they gathered eagerly behind the mayor as he sat on a bench and walked them through it. Bito-onon was surprised at how little they knew about the struggle that was playing out around them. "They are blank, blank," he told me after the presentation. "They don't even know what's on the nightly news."

Other than a couple of jokes about "visiting China without a passport" (i.e., being captured), life at the tip of the gun didn't feel much like life at the tip of a gun. It felt more like the world's most surreal fishing camp. The Chinese boats were always there, but they were a source more of mystery than fear. "We don't know why they're out there," Yanto said at one point. "Are they looking for us? What is their intention?"

To Bito-onon, the Chinese intentions were clear. At breakfast he had said, "They could come take this at any time, and everybody knows it." What would these guys do if that happened? He raised both hands, smiled and said, "Surrender."

Mayor Eugenio Bito-onon Jr. has 288 voting constituents across a domain called the Kalayaan Island Group.

Later, as he sat on the bamboo bench that was his workplace, television-viewing station and bed for five days and nights on the deck of the Sierra Madre, he talked about Ayungin as the staging ground for China's domination of the Pacific. "The Chinese want both the fisheries and the gas. They're using their fisheries to dominate the area, but the oil is the target." Almost as if on cue, one of the Chinese Coast Guard cutters chased off a fishing boat north of the shoal. As the mayor watched, he said that he hoped they wouldn't do the same to our boat when we tried to leave. "What does that mean for me if they do?" he asked. "I can't even come here or to Pag-asa?" Earlier he joked about the headline if the Chinese stopped him: "A Mayor Was Caught in His Own Territory!"

Threadbare Settlements

The official name of the mayor's domain is the Kalayaan Island Group, which technically encompasses most of the Spratlys but in reality amounts to five islands, two sandbars and two reefs that the Philippines currently controls. He has 288 voting constituents, of which about 120 live at any one time on Pag-asa, the only island with a civilian population.

He is a slender, spry man of 57, with a quirky sense of humor that enables him to leaven his criticisms of graft and corruption at the higher levels of the Philippine government with friendly jokes and oblique asides. But his frustration with the lack of resources and the lack of political will is obvious. The Philippines, he says, has done very little to develop the islands they hold, while Vietnam and Malaysia have turned some of the reefs and islands they occupy into resorts that the Chinese would find much more difficult to justify taking as their own. Except for Pag-asa, the Philippines has mustered only the most threadbare of settlements, some even more desolate than Ayungin.

Three days later, we would ride in a small dinghy over the break and up onto the sloped beach of Lawak, 60 nautical miles to the north of the Sierra Madre. Like Ayungin, Lawak serves as a strategic gateway to the rich oil and gas reserves of the Reed Bank. Unlike Ayungin, Lawak also happens to look like a postcard picture of a deserted-island paradise — a circle of crushed-coral beach enclosing nearly 20 acres of scrub grass, palm trees, a bird sanctuary and a sea-turtle nesting ground.

Second Lt. Robinson Retoriano runs the detachment of 11 worn Filipino troops there. Most of the men under his command wear shorts, flip-flops and tank tops, but he led us on a tour of the island in full camouflage, pointing out with pride their recently constructed barracks and a basketball court with a spectator swing made of "drifted things."

As we sat down in the courtyard, Pfc. Juan Colot, an M-16 slung low off his bony shoulders, whistled to the camp's domesticated gull, which flew directly into his hands and chirped complacently. Retoriano is from Manila, and when we asked what a city boy like him was doing on an island in the middle of the South China Sea, he said, "I'm still wondering myself."

In some ways, the guys on Lawak were even more isolated than Loresto and Yanto and the others on Ayungin. They were not allowed any use of the satellite phones whatsoever, not even for calls from loved ones. "It doubles the distance," Retoriano said. To combat the loneliness, Retoriano sometimes gave the marines jobs to do, just to keep them busy. In the mornings they got up at 6 to sweep the camp. In the afternoons they fixed their hammocks outside, to sleep in the fresh air.

Over the course of a few hours, Retoriano referred to the island as "paradise" several times — which it was, if you focused on its physical beauty and didn't think of how hard it would be to actually live there. And in truth these guys had it better than some of the other detachments — Kota, Parola, Likas, Rizal Reef, Patag — because at least they had ground to live and sleep on.

The settlements on Rizal Reef, Patag and Panata are mostly crude stilted structures over shallow water or small sandbars, with very little room to maneuver and fishing as the sole activity and consolation. According to Bito-onon, the troops on Rizal Reef used to tie themselves to empty oil drums when there was particularly bad weather at night, so that if a high sea or an errant piece of ocean debris wiped out the stilts, they'd at least be able to float.

"A lot of Filipino people might not know why we're fighting for these islands," Retoriano said as we prepared to leave Lawak. "But once you see it, and you've stepped on it, you understand. It's ours." He accompanied us into the water and out to our launch boat, still in full fatigues and big black combat boots, getting drenched up to his chest. As he helped me swing up and over the lip of our boat, he said, "I'm glad we didn't talk much about the sensitive political situation. But if you ask me, I think China is just a big bully."

'I've Never Seen More White Knuckles'

The Philippines' best hope for resisting China currently resides inside a set of glassy offices in the heart of the K Street power corridor in Washington. There, Paul Reichler, a lawyer at Foley Hoag who specializes in international territorial disputes, serves as the lead attorney for the Philippines in its arbitration case over their claims in the South China Sea. Initiated in January, the case seeks to invalidate China's nine-dash line and establish that the territorial rights be governed by the United Nations Convention on the Law of the Sea, which both China and the Philippines have signed and ratified. The subtleties of the case revolve around E.E.Z.'s and continental shelves, without expressly resolving sovereignty issues. China has refused to participate, but the Philippines has proceeded anyway.

The key element, as far as the Sierra Madre is concerned, is that the case is growing to reflect the new reality on the water. "Ayungin will be part of the case now, now that the Chinese have virtually occupied it," Reichler told me. He was hoping that the tribunal would define Ayungin as a "submerged feature." A submerged feature, he explained, is considered part of the seabed and belongs to whoever owns the continental shelf underneath it, not to whoever happens to be occupying it. "The fact that somebody physically occupies it doesn't give them any rights," he said.

This took a second to sink in. Historically, the physical presence of troops on the Sierra Madre had been a vital part of the Filipino strategy; currently their presence was the only thing stopping a complete Chinese takeover there. Wasn't that against the Philippines' own interests? "No," Reichler said. "Not if we're not occupying it." What he meant was that the Philippines wants to nullify any claim to a submerged feature based on who has control above the water — which applies beyond Ayungin to Mischief Reef and others, which the Chinese currently occupy. Surely this is a strong legal strategy, calibrated for an international tribunal. But if this is the strategy, you couldn't help wondering what those guys were still doing out there, getting choked off a little bit more each day, while the legal process sought to make them irrelevant.

Mischief, a submerged reef similar to Ayungin and roughly 20 miles to its west, makes for an instructive example. It used to belong to the Philippines, but in 1994 the Chinese took advantage of a lull in Filipino maritime patrols caused by a passing typhoon and rapidly erected a stilted structure that they then made clear they were not going to leave. Slowly they turned it into a military outpost, over the repeated protests of the Filipinos, and now it serves as a safe harbor for the Chinese ships that patrol Ayungin and other areas.

What China has done with Mischief, Scarborough and now with Ayungin is what the journalist Robert Haddick described, writing in Foreign Policy, as "salami slicing" or "the slow accumulation of actions, none of which is a casus belli, but which add up over time to a major strategic change." Huang Jing, the director of the Center on Asia and Globalization at the Lee Kuan Yew School of Public Policy in Singapore, noted that in all of these conflicts — Scarborough, Ayungin — China insists on sending its civilian maritime force, which is theoretically unarmed. This has a powerful double significance: first, that the Chinese don't want to start a war, even though in many ways they are playing the aggressor; and second, that they view any matter in the South China Sea as an internal affair. As Huang put it: "What China is doing is putting both hands behind its back and using its big belly to push you out, to dare you to hit first. And this has been quite effective."

Satellite imagery: NASA; DigitalGlobe via Google Earth

In bringing their complaints to arbitration, the Philippines has used the only real lever it has: to try to occupy the moral high ground and focus international attention on the issue. In response, China has tried to isolate the Philippines — discouraging President Benigno S. Aquino III from attending the China-Asean Expo in Nanning last month and continuing to steer the Asean agenda away from a final agreement on a legally binding code of conduct in the South China Sea. (One former U.S. official told me, "So far, China has been able to split Asean the way you would split a cord of wood.") China has stated that they view the overlapping claims as bilateral issues, to be negotiated between China and each individual claimant one at a time, a strategy that maximizes what China can extract from each party.

While an arbitration outcome unfavorable to the Chinese — which could be decided as early as March 2015 — would create some public-perception problems for them, China is unlikely to be deterred, in part because there is no enforcement mechanism. "Let's be honest," Stephanie Kleine-Ahlbrandt says, "China has essentially studied how the U.S. has conducted its hegemony, and they're saying, 'We have to respect some court case?' They say that the United States blatantly violates international law when it's in its interest. China sees this as what first-class powers do." (Multiple requests for comment from the Chinese government went unanswered.)

The official U.S. position, articulated by Secretaries Clinton and Kerry, has been that the U.S. will not take sides in disputes over sovereignty. As the assistant secretary of state for East Asian and Pacific Affairs, Daniel R. Russel, told me, "Our primary interest is in maintaining peace, security and stability that allows for economic growth and avoids tension or conflict." Basically, we're staying out of it. But the U.S. has stepped up its joint operations with the Philippines, including a recent mock amphibious landing not far from Scarborough Shoal. There has also been talk of increasing U.S. troop rotations into some of its former bases.

"I think we want to find a way to restrain China and reassure the Philippines without getting ourselves into a shooting war," James Steinberg, the former deputy secretary of state under Hillary Clinton, told me. "We have a broad interest in China behaving responsibly. But sovereignty over the Spratly Islands is not our dispute. We need to find a way to be engaged without being in the middle." Kurt Campbell, a former assistant secretary of state with the Obama administration, put it more bluntly: "Maritime territorial disputes are the hardest problem, bar none, that diplomats are currently facing in Asia. On all of these issues, no country has any flexibility. I've never seen more white knuckles."

According to Huang Jing: "Everyone in this region is playing a double game. Ten years ago, the United States was absolutely dominant in the region — economically, politically, militarily. People only had one yardstick to measure their national interest and their foreign policy, and the name of that yardstick was U.S.A. Now there are two yardsticks. On the political one, it's still the U.S., but on the economic one, it is China."

The United States does not have the unlimited leverage that it once did, and so for the time being it is allowing the Chinese to slice their salami all the way up onto the shallows of Ayungin.

Beneath a Ceiling of Clouds

The first rains of the typhoon came after dark, howling sideways across the deck of the Sierra Madre. We'd been hearing about the storm for a couple of days over the radio, tracking its course as it made landfall on Luzon and then turned west toward the South China Sea.

Under the supervision of Second Lt. Charlie Claro, the 29-year-old commander of the outpost, the men drilled holes in the boards with hand-cranks and pulled old, bent, rusted nails out of stray pieces of wood, hammered them straight, then reused them.

A couple of wooden doors were added to the walls of the living area, and additional tarps went into place.

A ceiling of clouds had lowered and blackened, and the wind began battering parts of the ship's deck.

Rain poured into the laundry room through the ceiling, drenching everything. A rooster took shelter in a dry corner.

By nightfall, the wind had intensified into a gale. We gathered in the living area to listen to it, more awed than scared. Lieutenant Claro surfaced every so often to make sure that his improvements were holding. The rest of the marines stayed inside, singing karaoke. Later, they watched the FIBA Asia finals, the Philippines vs. Iran. Miraculously, the satellite held for most of the game. It felt as if the wind might rip the roof off from above our heads, but the marines were in good cheer. A victory for the underdog Philippine squad would have made for a nice David and Goliath moment in a David and Goliath kind of story, but the Iranians appeared to be about nine inches taller at every position and were just too much for the Filipinos. At halftime the marines went out to check on whether their fishing lines were surviving the storm, then straggled off to bed.

The next two days passed with wind and rain and long hours with nothing to do. Yanto and Loresto led a tour of the cavernous, foul tank space below decks, where old fluorescent light bays hung overhead on dangerously rusted cables.

We started to be able to identify individual marines by their footfalls. Jokes that weren't funny doubled us over. At one point, Pfc. Michael Navata walked in from checking his fishing line and said: "Cards. To pass the time." We played hours of pusoy dos, making fun of one another, volume levels rising every time Loresto stuck the two of diamonds on his forehead. The slow, steady backbeat of bad weather and desolation fell away for a while, and it felt as if we could have been in Loresto's living room in Ipilan. Yanto sat to my left, coaching me out of charity, his nonverbal instruction registering levels of depth and intelligence that language hadn't made available to us. For a moment we could see them as they really were, these marines: men who were serving their country in an extreme and unrelenting and even somewhat humiliating situation and trying bravely to make the best of it.

On the afternoon of the second bad day, the sun came out. Yanto promptly went spearfishing. One by one, the other marines stripped down and jumped in. This turned into most of us taking turns leaping off the high starboard side of the Sierra Madre, about halfway up the deck, down into the light blue water below. You had to pick your way barefoot up to the rusted lip and then, with everybody watching, try to forget that you were on a devastated ancient boat run aground on a reef in the shark-infested South China Sea and just jump. It was maybe a 30-foot drop, which took a half-second longer than you expected it to, but the water was warm and clear. We splashed around on our backs like otters. The storm had passed, and we were safe. Lieutenant Claro led a small group in a swim around our fishing boat, which he pronounced seaworthy, but then proceeded to chuckle about for several minutes. It was so woeful looking. After five days on the Sierra Madre, it was also a reminder of the real world, of how we had gotten there, and of the fact that we'd be leaving soon while these guys had to stay behind and eat to live.

Flying Past the Death Star

A month or so later, I spoke with a U.S. pilot with extensive combat experience and knowledge of Special Forces operations. I wanted to know what the American foreign-policy pivot looked like from the inside, and he was willing to tell me only if I didn't name him. "The Chinese are more aggressive because we're not around," he said. His most recent training would seem to reflect the American rebalancing to the Pacific theater: more counter-Chinese-technology operations, more engagement over water, island-hopping campaigns. He said that the joint operations with the Philippines were "a show of presence: Hey, we're [expletive] sailing through the South China Sea, look at us. And you can't do a thing about it." But then he paused. "It's funny, because China's not that far from doing that off the California coast."

Whatever America's pivot might be, there's no denying that Southeast Asia, and the South Pacific, is historically where United States foreign policy — and too many young men sent out to enforce it — has gone to die. For now, the course is a diplomatic one: the Philippines pursues its arbitration, the Asean states apply pressure for a binding code of conduct in the South China Sea, and the United States counsels patience (within reason) and the peaceful resolution of disputes. As it turns out, this somewhat scattershot approach may actually be starting to work. The Chinese leadership has undertaken a new charm offensive of late, visiting the capitals of some Asean countries (notably not the Philippines) and signaling that it might be willing to soften its positions on adopting a code of conduct and multilateral negotiations.

At the East Asia Summit meetings in Brunei two weeks ago (which John Kerry attended in place of President Obama because of the government shutdown), Kerry pushed for a quick implementation of a binding code of conduct. "That's sort of a new thing," Ricky Carandang, the secretary of communications for the Philippines, told me when we spoke after the meetings. "He said, 'We welcome a code of conduct, we welcome legal processes and we think these things should happen faster.' That's different from saying, 'Hey, let's do what we can to avoid tension, and we're not picking sides here.' " But Carandang also noted that Obama's absence in Brunei had allowed the Chinese to loom larger. If he fails to show up to the next meeting, or the administration fails to follow up on some of its promises, the Southeast Asian nations will have cause to wonder about our resolve. (Obama is said to be mulling a trip to Asia in the spring.)

Nobody is questioning China's resolve. The day after we left Ayungin, we arrived at the island of Pag-asa, the mayor's home base and the place for which he has the grandest plans — a resort, a commercial fishery, a sheltered port. As we pulled in, we saw several large Chinese fishing boats a couple of miles off the island. Aerial photos would later confirm that they were cutting coral from the reef, which is often done to harvest giant clams and other rare species. Nobody on Pag-asa, with its broken boats, low-slung civilian buildings and quiet Air Force base, could do anything about it. There was recently a food shortage because the last two Filipino naval resupply vessels haven't been able to make the trip because of inclement weather. After a night there, rather than getting back on our fishing boat for a 30-hour journey, we were happy to board a Philippine naval plane and begin the trip home.

We sped down the bumpy, grass-covered runway and lifted off, looking down on the ragtag island.

Satellite imagery: NASA, DigitalGlobe via Google Earth

Just 12 nautical miles from Pag-asa and its airstrip lies Subi Reef, one of the more developed Chinese settlements in the South China Sea.

Anchored just outside the reef were about 20 enormous Chinese fishing boats, along with 50 or so smaller sampans busily working.

At the southwest corner sat a complex of concrete multistory structures, including a large-domed radar station, a helipad and a dormitory.

It's easy to make China out as the villain in all of this. Most Western narratives do, even though several U.S. government officials assured me that there weren't truly any "good guys" in these territorial disputes. One benefit of China's political system, whatever its problems, is its farsightedness, its ability to stomach intense upheaval in the present in order to achieve a long-term goal.

Subi was a result of this commitment. After spending a few days on Pag-asa, where everything is free but nothing works quite like it's supposed to, it was hard not to see Subi reef as the Death Star.

An hour later, we flew over Lawak, where we'd met Lieutenant Retoriano. Soon after, the pilot asked Ashley Gilbertson, the photographer on our trip, to put his headset on. We were due north of Ayungin, and our pilot had radioed the guys on the Sierra Madre to see how they were doing. Loresto answered the call, and when he heard that we were on the plane, he asked to speak with us. Gilbertson put on the headset and smiled as broadly as he'd smiled since the night Loresto fleeced us at pusoy dos during the typhoon. The weather was good, Loresto said; they were going spearfishing that afternoon. Didn't we want to come down and join them? There was animated talk about karaoke, and then Loresto signed off. It was obviously the last time that we would ever talk to him, or maybe that any Filipino would ever be at that radio post to talk to anybody like us.

The entire world has an interest in the South China Sea, but China has nearly 1.4 billion mouths and a growing appetite for nationalism to feed, which is a kind of pressure that no other country can understand. What will happen will happen, whatever the letter of the Asean code of conduct or however the arbitration turns out. Loresto and Yanto, meanwhile, still abide on the Sierra Madre, fishing for their subsistence and watching the surf to see what wave the Chinese will choose to ride in on.

"You've got the wrong science-fiction movie," one former highly placed U.S. official later told me, when I described what we saw at Subi, and what it might mean for the guys on Ayungin. "It's not the Death Star. It's actually the Borg from 'Star Trek': 'You will be assimilated. Resistance is futile.' " The scholar Huang Jing put it another, more organic way. "The Chinese expand like a forest, very slowly," he said. "But once they get there, they never leave."


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