Molecular Biology of the Cell by Bruce Alberts, Alexander Johnson, Julian Lewis, David Morgan, Martin Raff, Keith Roberts, Peter Walter by by Bruce Alberts, Alexander Johnson, Julian Lewis, David Morg

levels and law enforcement. If you want psychopathy hire
psychopaths and you get a simple cause and effect. If you want
administrators, police officers and ‘leaders’ to perceive the public as
lesser beings who don’t ma er then employ narcissists. These
personalities are identified using ‘psychometrics’ that identifies
knowledge, abilities, a itudes and personality traits, mostly through
carefully-designed questionnaires and tests. As this policy has
passed through the decades we have had power-crazy, powertrippers
appointed into law enforcement, security and government
administration in preparation for current times and the dynamic
between public and law enforcement/officialdom has been
transformed. UKColumn’s Brian Gerrish said of the narcissistic
personality:
Their love of themselves and power automatically means that they will crush others who get
in their way. I received a major piece of the puzzle when a friend pointed out that when they
made public officials re-apply for their own jobs several years ago they were also required to
do psychometric tests. This was undoubtedly the start of the screening process to get ‘their’
sort of people in post.
How obvious that has been since 2020 although it was clear what
was happening long before if people paid a ention to the changing
public-establishment dynamic.
Change agents
At the centre of events in ‘Covid’ Britain is the National Health
Service (NHS) which has behaved disgracefully in slavishly
following the Cult agenda. The NHS management structure is awash
with Common Purpose graduates or ‘change agents’ working to a
common cause. Helen Bevan, a Chief of Service Transformation at
the NHS Institute for Innovation and Improvement, co-authored a
document called ‘Towards a million change agents, a review of the
social movements literature: implications for large scale change in
the NHS‘. The document compared a project management approach
to that of change and social movements where ‘people change