Eric Cantor:

I don’t think any of us ran for Congress with the idea that we could finally provide a subsidy to this industry or that, or to this community or that. Or that we would vote to continue the same federal programs and agencies that are failing our citizens and bankrupting our children and grandchildren. And I know none of us ran with the idea that we should go to Washington to congratulate a collegiate basketball team for having a good season – or feel obligated that we needed to do so – even if we happened to be a fan.
Yet that is what we have been doing under the recent Democrat majority and even all too often under the previous Republican majority. Our problems have grown too immense to waste any more time. America stands at a crossroads, and the decisions we make at this very moment will determine the type of country that our children will live in.
That is why we will drain the swamp rather than learning to swim with the alligators.
How?
We start by rethinking how time is spent and about the types of legislation that will be considered on the House floor. We start by identifying our top policy goals and committing to take concrete steps every single week to advance those goals. And we hold each other accountable with this simple question: are the actions of the House, our committees, and our Conference consistent with our principles and do they advance the nation’s priorities?

It will be fascinating to see how this actually plays out…. particularly with respect to earmarks. Retiring Wisconsin Congressman David Obey ranked 5th in 2010 earmarks at $55,435,000. Local Representative Tammy Baldwin garned $8,968,000 in solo (16) 2010 earmarks and $21,636,800 in earmarks with other members.

Steven Johnson:

The musician and artist Brian Eno coined the odd but apt word “scenius” to describe the unusual pockets of group creativity and invention that emerge in certain intellectual or artistic scenes: philosophers in 18th-century Scotland; Parisian artists and intellectuals in the 1920s. In Eno’s words, scenius is “the communal form of the concept of the genius.” New York hasn’t yet reached those heights in terms of internet innovation, but clearly something powerful has happened. There is genuine digital-age scenius on its streets. This is good news for my city, of course, but it’s also an important case study for any city that wishes to encourage innovative business. How did New York pull it off?

There are no easy answers. Kevin Kelly, co-founder of Wired magazine and author of What Technology Wants (2010), writes in the book: “The serendipitous ingredients for scenius are hard to control. They depend on the presence of the right early pioneers. A place that is open, but not too open. A buffer that is tolerant of outlaws. And some flash of excitement to kick off the virtuous circle. You just can’t order this.”

And yet, even if scenius is lightning in a bottle, there are surely some practices that make you more likely to capture the lightning when it does strike. In an age of public sector austerity on both sides of the Atlantic the good news is that most of them don’t involve massive top-down government spending. (Although, in New York’s case, it does help to have a tech-geek entrepreneur as mayor, in the form of billionaire Michael Bloomberg.)

A vibrant start-up culture requires a healthy community of venture capital firms willing to back risky ideas. New York has a number of gifted venture and angel investors, led by Fred Wilson and Brad Burnham at Union Square Ventures, which supports a number of the city’s web start-ups including outside.in. But investors need ideas perhaps more than ideas need investors, particularly in an age when starting a web business is amazingly cheap. So the real question is: how did New York find itself generating so many interesting ideas?

Seymour Hersh:

The plane carried twenty-four officers and enlisted men and women attached to the Naval Security Group Command, a field component of the National Security Agency. They were repatriated after eleven days; the plane stayed behind. The Pentagon told the press that the crew had followed its protocol, which called for the use of a fire axe, and even hot coffee, to disable the plane’s equipment and software. These included an operating system created and controlled by the N.S.A., and the drivers needed to monitor encrypted Chinese radar, voice, and electronic communications. It was more than two years before the Navy acknowledged that things had not gone so well. “Compromise by the People’s Republic of China of undestroyed classified material . . . is highly probable and cannot be ruled out,” a Navy report issued in September, 2003, said.
The loss was even more devastating than the 2003 report suggested, and its dimensions have still not been fully revealed. Retired Rear Admiral Eric McVadon, who flew patrols off the coast of Russia and served as a defense attaché in Beijing, told me that the radio reports from the aircraft indicated that essential electronic gear had been dealt with. He said that the crew of the EP-3E managed to erase the hard drive—“zeroed it out”—but did not destroy the hardware, which left data retrievable: “No one took a hammer.” Worse, the electronics had recently been upgraded. “Some might think it would not turn out as badly as it did, but I sat in some meetings about the intelligence cost,” McVadon said. “It was grim.”