By Bryce Zabel, Jim Marrs, Richard M. Dolan
What if flying saucers secrecy ended the next day? The transition from B.C. (Before affirmation) to A.D. (After Disclosure) is the last word "what if?" state of affairs during which the calendar is reset and background starts off again.This paintings of speculative non-fiction combines meticulous fact-finding from historian/researcher Richard M. Dolan and forward-leaning situations from journalist/screenwriter Bryce Zabel at the world's so much mind-bending topic. The authors are expecting radical adjustments after reputable acknowledgment that at the least a few UFOs are intelligently managed craft from someplace except Earth. A.D. After Disclosure isn't afraid to make impressive, particular predictions, such as:
• Congress will carry Watergate-style hearings and ask secret-keepers, "What were you aware and while were you aware it?"
• the 1st decade A.D. (After Disclosure) can be like a high-tech Sixties, spawning substantial cultural and societal change.
• Abductees will dossier a class-action swimsuit opposed to the govt for withholding severe information.
• all of the textbooks on planet Earth—from heritage to science—will desire a right away review.Whether disclosure ends up in social panic or ushers in a brand new period of cohesion and peace, it's going to surely be a game-changing occasion.
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Extra resources for A.D. After Disclosure: When the Government Finally Reveals the Truth About Alien Contact
The famous criticism of the Fulton Committee (1968) Report was that by seeking to place experts at the top of the civil service it was overlooking the fact that such expertise does not belong at the top of the civil service, but lower down (Kellner and Crowther-Hunt 1980). Yet, in many ways, this myopia or disinclination to engage with the real world of civil service organization and bureaucracy is characteristic of continued efforts to ‘reform’ or ‘modernize’. In part, what we see here is a manifestation of the politics of paradox (Gray and Jenkins 2003), which while differing—somewhat depending on the political persuasion of recent governments—also reveals a number of striking similarities not least in administrative reform programmes that frequently rest on conflicting objectives and a poorly articulated grasp of the realities of administrative life ‘below the salt’ of top Whitehall tables.
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Performance management and pay focus too much on individual achievement and not enough on team or corporate contribution. The evidence for such claims is sparse. When one looks for the basis on which these particular statements are made, what is revealed is that the assumptions are drawn from work with ‘focus groups’, which appear to have featured discussions primarily with senior civil servants about what they thought the problems of the civil service were, sustained by little or no direct empirical evidence.