Syria President’s Defiant Words Dash Hopes for a Quick Peace

Majed Jaber/Reuters

Syrian refugees watched a television broadcast of Syria's President Bashar al-Assad speaking in Damascus, at the Al-Zaatari refugee camp in Jordan.

BEIRUT, Lebanon — Sounding defiant, confident, and to critics, out of touch with his people’s grievances, President Bashar al-Assad of Syria used his first public address in six months to justify his harsh crackdown, rally his supporters to fight against his opponents and inform on them — and leave in tatters recent efforts toward a political resolution to the country’s bloody civil war.

Mr. Assad offered what he called a peace plan, including a new cabinet, a new constitution to replace the one adopted just last year in a widely dismissed reform package, and talks with officially tolerated opposition groups. But he ruled out any negotiations with the armed Syrian opposition, and pointedly ignored its demands that he step down, making his proposal a nonstarter for most of his opponents.

He sounded much as he did at the start of the uprising 21 months ago, dictating which opposition groups were worthy and labeling the rest terrorists and traitors. He gave no acknowledgment that the rebels have come to control large parts of the north and east of the country, nor that many ordinary Syrians continue to demand change in the face of a crackdown that has laid waste to neighborhoods and killed tens of thousands, nor that even longtime allies like Russia have signaled that Mr. Assad may be unable to defeat the insurgency.

He even dismissed as foreign interference the mediation efforts of the United Nations envoy Lakhdar Brahimi, the senior Algerian diplomat who visited Damascus on Dec. 24, warning of national disintegration if the two sides did not negotiate a solution.

“Everyone who comes to Syria knows that Syria accepts advice but not orders,” Mr. Assad told a cheering, chanting crowd at the Damascus Opera House, on Umayyad Square in the center of the capital, where residents said the security forces were deployed heavily starting the night before.

“He doesn’t seem to have moved an inch since summer 2011,” said Yezid Sayigh, an analyst at the Carnegie Middle East Center in Beirut, noting that Mr. Assad gave “barely the slightest nod” to Mr. Brahimi’s proposals.

Coming after days of hints that Mr. Assad might at last be ready to negotiate, his defiant speech on Sunday promised trouble for both his friends and his enemies. Russia may find it harder to stave off international action against Syria, which it has done so far using its veto at the United Nations Security Council, as the chances for a political solution seem to recede.

Moreover, Mr. Assad’s defiance may prompt Mr. Brahimi to decline to continue his mission. That would present the “Friends of Syria,” the group of nations supporting the opposition — the United States and its Western allies, Turkey and some Arab countries — with an unpalatable choice: intervene more aggressively or risk allowing the conflict to drag on indefinitely.

“Assad is not letting the Friends of Syria off the hook by making it easy for them to declare victory and close the Syria file,” Mr. Sayigh said. “Now what will they do?”

The United Nations estimates that more than 60,000 people have died in the civil war, which began as a peaceful protest movement and turned into an armed struggle after security forces fired on demonstrators. Rebels have made gains in the north and east and in the Damascus suburbs, but Mr. Assad’s government has pushed back with deadly air and artillery strikes, and appears to be confident that it can hold the capital. Neither side appears ready to give up the prospect of military victory, though analysts say neither side is close to achieving it.

Mr. Assad’s defiant stance on Sunday “means we’re in for a long fight,” said Joshua Landis, a University of Oklahoma professor who studies Syria and Alawites. “This is a dark, dark tunnel. There is no good ending to this. Assad believes he is winning.”

Victoria Nuland, the spokeswoman for the State Department, said in a statement that Mr. Assad’s speech was “yet another attempt by the regime to cling to power, and does nothing to advance the Syrian people’s goal of a political transition.” She said that even as Mr. Assad “speaks of dialogue, the regime is deliberately stoking sectarian tensions and continuing to kill its own people.”

Reporting was contributed by Hania Mourtada from Beirut, an employee of The New York Times from Damascus, Syria, Eric Schmitt from Washington and Ellen Barry from Moscow.

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Handset makers scurry to join Year of the Phablet

SINGAPORE/HONG KONG (Reuters) – Call it phablet, phonelet, tweener or super smartphone, but the clunky mobile phone – closer in size to a tablet than the smartphone of a couple of years back – is here to stay.

A surprise hit of 2012, it is drawing in more users, more handset makers and is shaping the way we consume content.

“We expect 2013 to be the year of the phablet,” said Neil Mawston, UK-based executive director of Strategy Analytics‘ global wireless practice.

While Samsung Electronics Co Ltd has blazed a trail with its once-mocked Galaxy Note devices, now other manufacturers are scurrying to catch up.

At this week’s Consumer Electronics Show in Las Vegas, Chinese telecommunications giants ZTE Corp and Huawei Technologies Co Ltd will launch their own.

ZTE, which collaborated with Italy’s designer Stefano Giovannoni for the Nubia phablet, is scheduled to launch its 5-inch Grand S, while Huawei brings out the Ascend Mate, sporting a whopping 6.1-inch screen, making it only slightly smaller than Amazon’s Kindle Fire tablet.

“Users have realized that a nearly 5-inch screen smartphone isn’t such a cumbersome device,” said Joshua Flood, senior analyst at ABI Research in Britain.

Driving the phablet’s shift to the mainstream is a confluence of trends. Users prefer larger screens because they are consuming more visual content on mobile devices than before, and using them less for voice calls – the phablet’s weak spot.

And as WiFi-only tablets become more popular, so has interest among commuters in devices that combine the best of both, while on the move.

According to the latest Ericsson Mobility Report, the monthly data traffic for every smartphone will rise fourfold between now and 2018 to 1,900 megabytes.

The upshot is a market for phablets that will quadruple in value to $ 135 billion in three years, according to Barclays. Shipments of gadgets that are 5 inches or bigger in screen size will surge by nearly nine-fold to 228 million during the same period, though estimates vary because no one can agree on where smartphones stop and phablets start.

But that’s the point, some say.

“I think phone size was a preconceived notion based on voice usage,” said John Berns, a Singapore-based executive who works in the information technology industry. He recently upgraded his Note for the newer Note 2 and bought another for his girlfriend for Christmas. “Smaller was better until phones got smart, became visual.”

Samsung has been both the engine and beneficiary. While other players shipped devices with larger screens earlier – Dell Inc launched its Streak in 2010 – it was only when the Korean behemoth launched the Galaxy Note in late 2011, with its 5.3-inch screen, that users took an interest.

“The Streak was launched at a time when 3-inch smartphones were standard and the leap to a 5-inch Streak was a jump too far for consumers,” says Strategy Analytics’ Mawston.

“The Galaxy Note was launched when 4-inch smartphones had become commonplace, and the leap to 5-inch was no longer such a chasm.”

THE BIGGER, THE BETTER

Since then Samsung has bet big on bigger: its updated Note has a 5.5-inch screen and its flagship Galaxy S3 – the best-selling smartphone in the third quarter of 2012 – has a screen that puts it in the phablet category for some analysts.

Samsung accounted for around three quarters of all phablets shipped last year, according to Barclays’ Taipei-based analyst Dale Gai.

Samsung’s marketing heft has paved the way for others. LG Electronics Inc accounted for 14 percent of shipments in the third quarter of last year, according to Strategy Analytics.

HTC Corp’s 5-inch Butterfly – called the Droid DNA in the United States – has been selling well in places where Samsung is less dominant, according to Taipei-based Yuanta Securities analyst Dennis Chan. The first batch sold out soon after its December launch in Taiwan.

“I don’t think we can say that Samsung invented phablets,” said Lv Qianhao, head of handset strategy at ZTE. “But it did do a lot to promote this product category, which helped create tremendous demand.”

Phablets are also proving popular in emerging markets.

A poll of nearly 5,000 readers of Yahoo’s Indonesian website chose Samsung’s Galaxy Note 2 as their favorite mobile phone of 2012, ahead of the iPhone 5.

Kristian Tjahjono, a technology journalist who posted the poll, said phablets were a natural fit for Indonesians who liked tablets but also liked making phone calls.

But while those in such markets who can afford them are going for the high-end devices, the door is opening for cheaper models. Tjahjono pointed to Lenovo’s 5-inch S880, which has a lower resolution screen and sells for about $ 250, which is around a third of the price of Galaxy Note 2.

SWEET SPOT

Falling component prices will add to demand. The total cost of an upper-end phablet, its bill of materials, will likely fall to 2,000 yuan ($ 323) this year, says Gai from Barclays, and will halve within two years.

“One thousand yuan is a very sweet spot for China,” he said.

India is also a fan.

Vivek Deshpande, who manages global strategy for Shenzhen-based mobile phone maker Zopo, says that while the Indian and Chinese markets are different, they both share a common appetite for aspirational devices: phones big enough for their owners to show off. This is changing the direction of lower end players.

“Zopo’s primary focus is now on phablets,” said Deshpande.

Even Samsung is pushing its own creation downmarket: In Las Vegas it will unveil the Galaxy Grand, a 5-inch device that lacks some of the resolution and muscle of its bigger brethren but will be aimed at markets like India. There is a version offering a dual SIM slot, a popular feature for those wanting to arbitrage cheaper call and data plans.

As phablets slide into the mainstream, handset makers are trying to find ways of differentiating.

As well as hiring Italian designer Giovannoni better known for his minimalist, sleek bathrooms, ZTE also came up with an onscreen keypad that inclines to one side of the screen, depending on whether the user is left- or right-handed.

Samsung, however, not only has first mover advantage, it can also build on its expertise in display.

Barclay’s Gai says Samsung is expected to introduce a thinner, unbreakable AMOLED screen which will leave room for bigger batteries.

“That will put Samsung in good stead to still dominate the market,” he said. Despite pressure in China, Gai estimates Samsung’s share of smartphones with 5-inch or larger screens to fall only from 73 percent in 2012 to 58 percent in 2016, which is still the lion’s share.

By then consumers will see the phablet for what it is, says Horace Dediu, a Finnish analyst who runs a technology blog asymco.com. Its rise is part of a wider march of computing power into wherever we reside – the living room, the train, bed or work.

“It makes sense that we’re moving towards a time where we are served not by a computer or a netbook or a phone, but rather that we have these screens scattered around and available for us to play with,” he said. “In a way the phablet is not a bulky phone but a very delicate computer.”

(Editing by Emily Kaiser)

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RG3 hurt, Seattle tops Redskins 24-14 in playoffs

LANDOVER, Md. (AP) — The Seattle Seahawks finally won a road playoff game Sunday, taking a 24-14 NFC wild-card victory over the Washington Redskins, who lost Robert Griffin III to another knee injury in the fourth quarter.

Marshawn Lynch ran for 131 yards, and Russell Wilson completed 15 of 26 passes for 187 yards and ran eight times for 67 yards for the Seahawks, who broke an eight-game postseason losing streak away from home.

Seattle will visit the top-seeded Atlanta Falcons next Sunday.

Lynch's 27-yard run with 7:08 remaining gave the Seahawks (12-5) the lead. On Washington's next series, Griffin reinjured the right knee he sprained about a month ago while trying to field a bad shotgun snap.

The knee buckled badly, and the Seahawks recovered the fumble and kicked an insurance field goal.

Kirk Cousins replaced Griffin, but Washington (10-7) was unable to come back.

RG3 three two 4-yard touchdown passes in his first career playoff game to give the Redskins a 14-0 lead before the Seahawks closed to 14-13 through three quarters.

Griffin capped the Redskins' only two drives of the first quarter against the NFL's top-rated scoring defense with short tosses to running back Evan Royster and tight end Logan Paulsen.

The Seahawks allowed 15.3 points per game this season and the 14-point deficit was their largest of the season.

The second quarter belonged to Seattle, with Wilson throwing a 4-yard TD pass to running back Michael Robinson and Steve Hauschka kicking a pair of field goals.

Hauschka's 32-yard field goal 2:55 into the second quarter made in 14-3 and his second kick, a 29-yarder as the half expired, pulled the Seahawks with a point.

The right-footed Hauschska was playing with a left ankle injury and limped off the field to the locker room.

Seattle maintained its offensive efficiency starting the third quarter, driving 69 yards to the Redskins 1, but Lynch fumbled and Washington's Jarvis Jenkins recovered.

After forcing a Redskins punt, Wilson moved the Seahawks to the Washington 28, but overthrew Doug Baldwin in the end zone. Wilson was sacked on the next play, moving the ball back to the 37. With Hauschka limited, Seattle punted.

Griffin was 10 of 17 for 84 yards, but after the first quarter he threw for only 16 yards plus an interception. The Redskins quarterback also ran three times for 12 yards.

On the Redskins' second drive of the game, the Redskins' sensational rookie quarterback fell awkwardly while backpedaling on a pass and came up limping. But he stayed in the game. He sprained his right knee in Week 14 and sported a brace for the third straight game.

Lynch rushed 14 times for 79 yards in the first half, including 41 on the drive which ended with his fumble. In the second quarter, he scooped up a Wilson fumble and raced for 19 yards, leading to the Seahawks touchdown.

Rookie Alfred Morris, the league's second-leading rusher, had 72 yards — 34 of them on four carries during Washington's opening drive that resulted in the TD pass to Royster.

Paulsen's touchdown catch finished off an 11-play, 54-yard drive in 5:58.

Washington's offense slowed in the second quarter with two drives resulting in a punt and an interception by Seattle Pro Bowl safety Earl Thomas.

Seattle was moving the ball in the first quarter, but a promising drive ended when the Redskins' Stephen Bowen and London Fletcher combined to sack Wilson on third-and-2. It was one of two sacks for the Redskins in the quarter.

The playoff meeting between the two teams was the third, but first outside Seattle. The Seahawks won 20-10 in January 2006, and 35-14 in January 2008. Those were the last two postseason games played by the Redskins, who entered the playoffs on an NFC-best seven-game winning streak.

Seattle came into the playoffs with a five-game winning streak, outscoring opponents 193-60. But they were 3-5 on the road and had lost eight straight road playoff games. Their only road playoff win came in their first postseason road game, Dec. 31, 1983, at Miami.

And now they have another.

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Drug-Testing Company Tied to N.C.A.A. Draws Criticism

KANSAS CITY, Mo. — A wall in one of the conference rooms at the National Center for Drug Free Sport displays magazine covers, each capturing a moment in the inglorious history of doping scandals in sports.

Steve Hebert for The New York Times

The National Center for Drug Free Sport, in Kansas City, Mo., tries to deter doping with programs for high school, college and professional leagues.

Monica Almeida/The New York Times

Don Catlin, formerly of U.C.L.A.’s Olympic Analytical Lab, has raised questions about drug testing at colleges.

The images show Ben Johnson, the sprinter who lost his 1988 Olympic gold medal after testing positive; and Barry Bonds, the tarnished home run king; and Lyle Alzado, one of the first pro football players to admit to steroid use.

“People always assume that it’s the athletes at the top of their sport or the top of their game that are using,” said Frank Uryasz, Drug Free Sport’s founder and president. “But I can assure you that’s not the case. There’s always that desire to be the best, to win. That permeates all level of sport — abuse where you just wouldn’t expect it.”

Over the past quarter-century, athletes like Johnson, Bonds and Alzado stirred widespread concern about doping in sports.

Professional leagues without drug-testing programs have put them in; leagues with drug-testing programs have strengthened them. Congress and medical experts have called on sports officials at all levels to treat doping like a scourge.

It was in this budding American culture of doping awareness that Uryasz found a niche business model. He has spent the past decade selling his company’s services to the country’s sports officials.

The company advises leagues and teams on what their testing protocols should look like — everything from what drugs to test for to how often athletes will be tested to what happens to the specimens after testing. It also handles the collection and testing of urine samples, often with the help of subcontractors.

Drug Free Sport provides drug-testing programs for high school, college and professional leagues.

A privately held company with fewer than 30 full-time employees, it counts among its clients Major League Baseball, the N.F.L., the N.B.A., the N.C.A.A. and about 300 individual college programs.

Many, if not all, of the players on the field Monday night for the Bowl Championship Series title game between Alabama and Notre Dame have participated in a drug-testing program engineered by Drug Free Sport.

Uryasz says his company’s programs provide substantial deterrents for athletes who might consider doping.

Critics, however, question how rigorous the company’s programs are. They say Drug Free Sport often fails to adhere to tenets of serious drug testing, like random, unannounced tests; collection of samples by trained, independent officials; and testing for a comprehensive list of recreational and performance-enhancing drugs.

The critics, pointing to a low rate of positive tests, question Drug Free Sport’s effectiveness at catching athletes who cheat. Since the company began running the N.C.A.A.’s drug-testing program in 1999, for example, the rate of positive tests has been no higher than 1 percent in any year — despite an N.C.A.A. survey of student-athletes that indicated at least 1 in 5 used marijuana, a banned substance. (The N.C.A.A. tests for marijuana at championship competitions but not in its year-round program.)

Uryasz said the rate of positive tests was not meaningful. “I don’t spend a lot of time on the percent positive as being an indicator of very much,” he said.

Independent doping experts contend that having a contract with Drug Free Sport allows sports officials to say they take testing seriously without enacting a truly stringent program.

Don Catlin, the former head of U.C.L.A.’s Olympic Analytical Lab, best known for breaking the Bay Area Laboratory Co-operative doping ring, oversaw the testing of many of Drug Free Sport’s urine samples when he was at U.C.L.A. He said the work by Drug Free Sport and similar companies could be used to mislead fans.

“The problem with these schools is they all want to say they’re doing drug testing, but they’re not really doing anything I would call drug testing,” he said.

A Company’s Origins

Uryasz said he became interested in working with student-athletes while tutoring them as an undergraduate at Nebraska. After he graduated, he earned an M.B.A. from Nebraska and worked in health care administration in Omaha. He said he heard about an opening at the N.C.A.A. through a friend.

Driven in part by scandals in professional sports, the N.C.A.A. voted at its 1986 annual convention to start a drug-testing program.

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Advertising: Ad Agency Goodby, Silverstein Opens a New York Office

AN advertising agency is rewriting a lyric of “New York, New York” to proclaim, “If I can make it anywhere, I’ll make it there.”

Goodby, Silverstein & Partners, a leading agency with headquarters in San Francisco, is opening an office in New York. The office, temporarily located at 7 World Trade Center, gives Goodby, Silverstein, which was founded in 1983, a New York presence for the first time.

It is the agency’s second office outside of San Francisco, after one in Detroit that opened in 2010 as Goodby, Silverstein, which is owned by the Omnicom Group, began creating campaigns for the Chevrolet division of General Motors.

Two senior executives have relocated from San Francisco to lead the New York office, which will employ 15 to 25 people. They are Christian Haas, 39, who becomes partner and executive creative director, and Nancy Reyes, 37, who becomes associate partner and managing director.

The agency is occupying the temporary space while its permanent location, 200 Varick Street at Houston Street, is being remodeled. Plans call for an opening in April.

The office opens with work from current clients like Comcast, Elizabeth Arden, Google and YouTube. Goodby, Silverstein’s other clients include Adobe, the California Milk Processor Board, Cisco, Frito-Lay, the National Basketball Association, Nestlé and Sonic. Ms. Reyes and Mr. Haas say they are eager to look for new business in New York with the help of the agency’s co-chairmen and creative directors, Jeff Goodby and Rich Silverstein.

In the “Mad Men” era, only a handful of American ad agencies with heavyweight creative credentials were located outside New York, a city so widely regarded as the heart of advertising that the phrase “Madison Avenue” became shorthand for the industry.

That changed in the 1970s as the business began to decentralize, partly because the dire financial and quality-of-life problems in New York led many talented executives to pursue careers elsewhere. Agencies like Goodby, Silverstein became known almost as much for not being in New York — opting instead for cities like Austin, Tex.; Boston; Los Angeles; Miami; Minneapolis; Portland, Ore.; Richmond, Va.; and San Francisco — as for the ads they created.

Some of those agencies eventually added New York outposts. Some opened in New York but later retreated, and some still eschew New York. But declining to take a bite out of the Big Apple is becoming less appealing, primarily because New York has overcome the perception issues that once cost it so dearly.

“We just lose so many people to New York,” Mr. Goodby said in a phone interview last week from San Francisco. “It’s crazy not to access that.”

The executives who founded agencies outside New York did so to “kindle a ‘creative shop’ feeling,” Mr. Goodby said: a feeling they did not believe they could cultivate in a city dominated by giant, tradition-minded agencies. “I don’t think Rich and I felt we needed a New York office,” he said. “In fact, it was more unique to not have one.”

In his presentations to prospective East Coast clients, Mr. Goodby normally includes a slide that addresses why the agency has its headquarters on the West Coast. It reads: “You call it distance. We call it perspective.”

“I think I’m going to ask to have that slide retired,” he said, laughing.

Goodby, Silverstein was started as Goodby, Berlin & Silverstein by three colleagues at Hal Riney & Partners in San Francisco. The third founder, Andy Berlin, left for New York in 1992, three months after Omnicom acquired the 62.5 percent of the agency that it had not already owned, and he has spent the rest of his career there.

There was talk then that Omnicom would transform the agency into its third worldwide network, joining DDB and BBDO, in an expansion that would start with the opening of an office in New York. But a year later, Omnicom bought TBWA International, now TBWA Worldwide, and made that its third network instead.

“San Francisco is so livable, but there’s nothing like New York,” Mr. Silverstein said in an interview last week in Midtown Manhattan, at which he was joined by Mr. Haas and Ms. Reyes. “It’s a cliché, but it’s true. Go East, young man, go East.”

The executives acknowledge the risks of the move. They do not want other agencies to conclude that Goodby, Silverstein is trying to ride in like the cavalry to rescue Madison Avenue. “There’s nothing wrong with what’s going on in New York,” Mr. Silverstein said. “New York doesn’t ‘need’ another ad agency.”

Likewise, Ms. Reyes said, “there’s nothing wrong with what’s going on at Goodby, Silverstein in San Francisco.”

What became clear was that Goodby, Silverstein was losing prospective employees to New York. It was “less about them saying, ‘I’ve got to go to that agency in New York,’ than, ‘I want to be in New York,’ ” Mr. Silverstein said.

In fact, he said, a major reason he and Mr. Goodby finally decided to open an office in New York was that Ms. Reyes and Mr. Haas had confided that they wanted to move there.

Mr. Haas has worked in São Paulo, Brazil, in addition to San Francisco, but he has never worked in New York. “São Paulo is, in a weird way, kind of like New York,” he said, but “the energy, the buzz” of New York are difficult to duplicate.

Ms. Reyes worked at New York agencies like D’Arcy Masius Benton & Bowles and Ogilvy & Mather before leaving in 2003 to join Goodby, Silverstein.

In the last decade, “we lost lots of people in San Francisco to New York,” she said. “We’ll call on them.”

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McChrystal Book Details Tensions With Obama

WASHINGTON — In a memoir, Gen. Stanley A. McChrystal, the former American commander in Afghanistan, writes that tensions between the White House and the Pentagon were evident in the Obama administration from its opening months in office.

The beginning of President Obama’s first term “saw the emergence of an unfortunate deficit of trust between the White House and the Department of Defense, largely arising from the decision-making process on Afghanistan,” General McChrystal writes. “The effects were costly.”

The book by General McChrystal, who was fired from his post in 2010 after an article in Rolling Stone quoted him and his staff making dismissive comments about the White House, is likely to disappoint readers who are looking for a vivid blow-by-blow account of infighting within the administration.

The book, titled “My Share of the Task: A Memoir,” does not provide an account of the White House meeting at which Mr. Obama accepted the general’s resignation. General McChrystal’s tone toward Mr. Obama is respectful, and he notes that his wife, Annie, joined the crowd at Mr. Obama’s inauguration. The book is to be released on Monday.

An advance copy of the book provides revealing glimpses of the friction over military planning and comes as Mr. Obama is weighing, and perhaps preparing to overrule, the troop requests that have been presented by the current American commander in Afghanistan, Gen. John R. Allen.

The account is all the more noteworthy since General McChrystal, who retired from the Army, remains a respected voice within the military and teaches a course on leadership at Yale.

According to the book, the tensions began before General McChrystal took command in Kabul, Afghanistan, and were set off by a request from his predecessor, Gen. David D. McKiernan, for 30,000 additional troops at the end of the Bush administration.

Instead of approving the entire request, in February 2009, Mr. Obama decided that 17,000 would be sent, adding that decisions on additional deployments would be based on further analysis.

From the White House perspective, General McChrystal writes, “this partial decision was logical.” After less than a month, the president had increased American forces in Afghanistan by 50 percent. Though Mr. Obama had cast the conflict in Afghanistan as a “war of necessity,” as a candidate he was nonetheless wary about a prolonged American military involvement there.

But the Pentagon pressed for an additional 4,000 troops, fearing that there was little time to reverse the Taliban’s gains before the August elections in Afghanistan.

“The military felt a sense of urgency, seeing little remaining time if any forces approved were to reach Afghanistan in time to improve security in advance of the elections,” he wrote.

The White House later approved the 4,000 troops, but the dispute pointed to a deeper clash of cultures over the use of force that continued after General McChrystal took command.

“Military leaders, many of whom were students of counterinsurgency, recognized the dangers of an incremental escalation, and the historical lesson that ‘trailing’ an insurgency typically condemned counterinsurgents to failure,” he writes.

In May 2009, soon before he assumed command in Kabul, General McChrystal had a “short, but cordial” meeting with Mr. Obama at which the president “offered no specific guidance,” he notes.

The next month, General McChrystal was surprised when James L. Jones, Mr. Obama’s first national security adviser, told him that the Obama administration would not consider sending more forces until the effect of arriving units could be fully evaluated.

That contradicted the guidance that General McChrystal had received from Defense Secretary Robert M. Gates that he should submit an assessment in August of the additional forces that might be required, he writes.

At an Oct. 8, 2009, video conference with Mr. Obama’s National Security Council, differences again emerged when General McChrystal outlined his goals: “Defeat the Taliban. Secure the population.”

That prompted a challenge by a Washington-based official, whom General McChrystal does not name, that the goal of defeating the Taliban seemed too ambitious and that the command in Kabul should settle instead for an effort to “degrade” the Taliban.

At the next video conference, General McChrystal presented a slide showing that his objectives had been derived from Mr. Obama’s own speeches and a White House strategy review. “But it was clear to me that the mission itself was now on the table for review and adjustment,” he wrote.

After General McChrystal determined that at least 40,000 additional forces were needed to reverse the deteriorating situation in Afghanistan, Mr. Obama provided 30,000 and said he would ask allied nations to contribute the rest.

General McChrystal acknowledges that he had concerns that Mr. Obama’s decision to announce a date for beginning the withdrawal of the additional “surge” forces might embolden the Taliban. But the general writes that he did not challenge the decision.

“If I felt like the decision to set a withdrawal date would have been fatal to the success of our mission, I’d have said so,” he writes.

General McChrystal has little to say about the episode that led to the article in Rolling Stone. He writes that the comments attributed to his team were “unacceptable” but adds that he was surprised by the tone of the article, which he had expected would show the camaraderie among the American, British, French and Afghan officers.

As the controversy over the article grew, General McChrystal did not seek advice before offering his resignation. The book does not say if he was disappointed when Mr. Obama accepted it at a brief White House meeting.

Returning to his quarters at Fort McNair after that White House meeting, he broke the news to his wife: “I told her that our life in the Army was over.”

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Honduras removes its ambassador to Colombia amid party scandal

TEGUCIGALPA (Reuters) – Honduras has removed its ambassador to Colombia amid reports his personal aide was involved in a wild party held at the embassy of Honduras in Bogota which, according to media, was attended by prostitutes and where cell phones and computers were stolen.

Ambassador Carlos Rodriguez quit his post on Saturday, Honduras’ foreign ministry said in a release, after the government requested his withdrawal.

Rodriguez’s personal aide went out with friends on December 20, picking up some prostitutes in Bogota’s red district before going to the embassy, where they consumed alcohol and trashed the facilities, El Heraldo daily reported.

It was not clear if Rodriguez was present, but the ministry said an investigation was under way.

Last year, about a dozen U.S. Secret Service employees were accused of misconduct for bringing women, some of them prostitutes, back to their hotel rooms ahead of a visit to Colombia by President Barack Obama, in the biggest scandal to hit the agency.

(Reporting By Gustavo Palencia; Editing by Vicki Allen)

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Houston beats Bengals 19-13 in wild-card playoff

HOUSTON (AP) — Arian Foster ran for 140 yards and a touchdown, and the Houston Texans used a stifling defense for a 19-13 win over the Cincinnati Bengals on Saturday in an AFC wild-card playoff game.

The Texans will next play at New England on Jan. 13.

Foster became the first player in NFL history to have 100-yard games in each of his first three playoff games.

The Texans (13-4) had trouble finishing drives all day and mustered only three field goals by Shayne Graham in the first half. Houston struck first after the break, with Foster scoring the game's only offensive touchdown on a 1-yard run in the third quarter to make it 16-7.

In his first playoff start, Matt Schaub had an interception returned for a touchdown by Leon Hall before halftime.

Johnathan Joseph had an interception and J.J. Watt had a sack as the Texans beat the Bengals (10-7) in the wild-card round for the second straight year. Cincinnati hasn't won a playoff game since 1991, the league's longest current streak.

Foster's touchdown and another Graham field goal gave the Texans to 16-10 lead after three quarters. Even though Houston dominated, the game was up for grabs throughout because Pro Bowler Schaub made one bad mistake. His sideline pass was intercepted by Hall and returned for a 21-yard touchdown, the cornerback's second score in three games.

Houston piled up 351 yards and held the ball for 32 minutes through three quarters, but got into the end zone only once.

By contrast, Cincinnati's Andy Dalton had a horrid time. He completed 4 of 10 passes for 3 yards in the first half. With Watt's sack added in, the Bengals had minus-6 yards passing and only 53 yards overall.

His 45-yard pass to A.J. Green got Cincinnati moving in the third quarter and set up Josh Brown's 34-yard field goal. When Dalton tried to go to Green again, Joseph intercepted and got the Texans in scoring range again as the quarter ended.

After swatting down one of Dalton's passes at the line, Watt wagged his finger at the quarterback.

Nothing was going to come easy.

For the second season in a row, the Bengals opened the playoffs at Houston looking for their first playoff win since the 1990 season, a 21-year drought that was tied for ninth-longest in NFL history. They lost 31-10 last season, with the then-rookie Dalton throwing three interceptions.

The main difference in this one: Schaub was back in charge for Houston. Rookie T.J. Yates filled in after Schaub hurt his foot last season, got the Texans a win in their first-ever playoff game, but couldn't take then any farther.

Their franchise quarterback started a playoff game for the first time in his career. He came into the game in a slump, with the Texans losing three of their last four games while the offense sputtered.

The second time the Texans got the ball, they got going. Schaub completed an 18-yard pass, Foster had a 17-yard run and Keshawn Martin went 16 yards on a reverse, setting up Graham's field goal.

It became a pattern — move the ball down the field, settle for three points. The fans started booing the familiar, come-up-short endings.

And Schaub did the one thing he wanted to avoid: Let Cincinnati's high-scoring defense get its hands on the ball. Hall anticipated Schaub's throw, stepped in front and returned it untouched for the defense's fourth touchdown in the last four games.

Hall also ran back an interception 17 yards for the only Bengals touchdown in a 13-10 win over Pittsburgh that clinched a playoff spot. It was the first interception return for a touchdown against the Texans this season.

Like the Texans, the Bengals ended the season by hitting a wall on offense — one touchdown in the last two games.

A lot was on Dalton, who grew up in suburban Katy and had a dreadful playoff debut as a rookie last year in his hometown. He threw three interceptions, including one that Watt returned for a game-turning touchdown just before halftime.

He had to be better if the Bengals were going to end their notable playoff drought. Through three quarters, it wasn't even close.

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Online: http://pro32.ap.org/poll and http://twitter.com/AP_NFL

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The New Old Age: Murray Span, 1922-2012

One consequence of our elders’ extended lifespans is that we half expect them to keep chugging along forever. My father, a busy yoga practitioner and blackjack player, celebrated his 90th birthday in September in reasonably good health.

So when I had the sad task of letting people know that Murray Span died on Dec. 8, after just a few days’ illness, the primary response was disbelief. “No! I just talked to him Tuesday! He was fine!”

And he was. We’d gone out for lunch on Saturday, our usual routine, and he demolished a whole stack of blueberry pancakes.

But on Wednesday, he called to say he had bad abdominal pain and had hardly slept. The nurses at his facility were on the case; his geriatrician prescribed a clear liquid diet.

Like many in his generation, my dad tended towards stoicism. When he said, the following morning, “the pain is terrible,” that meant agony. I drove over.

His doctor shared our preference for conservative treatment. For patients at advanced ages, hospitals and emergency rooms can become perilous places. My dad had come through a July heart attack in good shape, but he had also signed a do-not-resuscitate order. He saw evidence all around him that eventually the body fails and life can become a torturous series of health crises and hospitalizations from which one never truly rebounds.

So over the next two days we tried to relieve his pain at home. He had abdominal x-rays that showed some kind of obstruction. He tried laxatives and enemas and Tylenol, to no effect. He couldn’t sleep.

On Friday, we agreed to go to the emergency room for a CT scan. Maybe, I thought, there’s a simple fix, even for a 90-year-old with diabetes and heart disease. But I carried his advance directives in my bag, because you never know.

When it is someone else’s narrative, it’s easier to see where things go off the rails, where a loving family authorizes procedures whose risks outweigh their benefits.

But when it’s your father groaning on the gurney, the conveyor belt of contemporary medicine can sweep you along, one incremental decision at a time.

All I wanted was for him to stop hurting, so it seemed reasonable to permit an IV for hydration and pain relief and a thin oxygen tube tucked beneath his nose.

Then, after Dad drank the first of two big containers of contrast liquid needed for his scan, his breathing grew phlegmy and labored. His geriatrician arrived and urged the insertion of a nasogastric tube to suck out all the liquid Dad had just downed.

His blood oxygen levels dropped, so there were soon two doctors and two nurses suctioning his throat until he gagged and fastening an oxygen mask over his nose and mouth.

At one point, I looked at my poor father, still in pain despite all the apparatus, and thought, “This is what suffering looks like.” I despaired, convinced I had failed in my most basic responsibility.

“I’m just so tired,” Dad told me, more than once. “There are too many things going wrong.”

Let me abridge this long story. The scan showed evidence of a perforation of some sort, among other abnormalities. A chest X-ray indicated pneumonia in both lungs. I spoke with Dad’s doctor, with the E.R. doc, with a friend who is a prominent geriatrician.

These are always profound decisions, and I’m sure that, given the number of unknowns, other people might have made other choices. Fortunately, I didn’t have to decide; I could ask my still-lucid father.

I leaned close to his good ear, the one with the hearing aid, and told him about the pneumonia, about the second CT scan the radiologist wanted, about antibiotics. “Or, we can stop all this and go home and call hospice,” I said.

He had seen my daughter earlier that day (and asked her about the hockey strike), and my sister and her son were en route. The important hands had been clasped, or soon would be.

He knew what hospice meant; its nurses and aides helped us care for my mother as she died. “Call hospice,” he said. We tiffed a bit about whether to have hospice care in his apartment or mine. I told his doctors we wanted comfort care only.

As in a film run backwards, the tubes came out, the oxygen mask came off. Then we settled in for a night in a hospital room while I called hospices — and a handyman to move the furniture out of my dining room, so I could install his hospital bed there.

In between, I assured my father that I was there, that we were taking care of him, that he didn’t have to worry. For the first few hours after the morphine began, finally seeming to ease his pain, he could respond, “OK.” Then, he couldn’t.

The next morning, as I awaited the hospital case manager to arrange the hospice transfer, my father stopped breathing.

We held his funeral at the South Jersey synagogue where he’d had his belated bar mitzvah at age 88, and buried him next to my mother in a small Jewish cemetery in the countryside. I’d written a fair amount about him here, so I thought readers might want to know.

We weren’t ready, if anyone ever really is, but in our sorrow, my sister and I recite this mantra: 90 good years, four bad days. That’s a ratio any of us might choose.

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Paula Span is the author of “When the Time Comes: Families With Aging Parents Share Their Struggles and Solutions.”

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Plane Carrying Vittorio Missoni Lost Near Venezuela

A small plane carrying four Italian tourists, including the head of the Missoni fashion business, disappeared off the coast of Venezuela on Friday morning, prompting a sea and air search that continued Saturday.

Vittorio Missoni, 58, an owner of the family-run label famed for its zigzag knitwear, and his wife, Maurizia Castiglioni, were aboard the plane, which was missing after takeoff from the island resort of Los Roques, the company confirmed Saturday. The plane was bound for the international airport near the Venezuelan capital, Caracas, normally a half-hour trip.

Venezuelan officials said that four passengers and two crew members were aboard.

The interior minister, Néstor Reverol, said Friday night on Venezuelan television that the plane, a BN2 Islander, took off from Los Roques at 11:29 a.m. and that its last known position was 10 nautical miles south of Los Roques, an archipelago that is a popular destination among wealthy Europeans, particularly Italians.

The Missoni family is widely revered in the Italian fashion industry for its kaleidoscopic patterns applied over the years to sweaters, home furnishings, beach towels and even water bottles. A wildly popular collaboration with Target in 2011, which revitalized international interest in the label, included a Missoni-print bicycle.

The company was founded in the 1950s by Ottavio and Rosita Missoni, who by the 1970s were among the most prominent designers in Italian fashion. Their three children — Vittorio, Angela and Luca — took over the company in the 1990s, when the family business had lost some of its appeal, and they are credited with turning it around.

Missoni’s sales have been reported as modest, around $100 million annually, but the label has the prominence of a far bigger business as a result of the family’s dashing personalities. Mr. Missoni spearheaded the brand’s global expansion, first as general director of marketing and then as the company’s top executive in Italy and the United States.

A spokeswoman for Missoni said that the family had been informed by the Venezuelan Consulate that the plane had disappeared, but that they had not given up hope as the search continued. Italian news media staked out the company headquarters in Sumirago, Italy, in the foothills of the Alps, where the management met on Saturday. The news agency Ansa reported that family members were congregating in their nearby villa, while Luca Missoni had flown to Venezuela.

The company’s offices in Milan were closed on Saturday, but an employee, who declined to give her name, was answering the phones “because a lot of employees are calling to get information,” she said. “But we have very little news to tell them.”

Several Italian news broadcasts led with the disappearance of Mr. Missoni, noting that small planes have repeatedly taken Italian tourists to their deaths off Los Roques. One plane, carrying 14 people, 8 of them Italian, disappeared five years ago, on Jan. 4, 2008.

Mr. Missoni, an avid sport fisherman, and his wife were on vacation with friends, according to the company. The other passengers have been identified in Italian news reports as Elda Scalvenzi and Guido Foresti.

The Missoni siblings jointly own the company. Vittorio has managed the company’s commercial and manufacturing operations; Angela is the designer; and Luca the creative director.

Part of Mr. Missoni’s strategy has been to focus on the Missoni lifestyle, opening about 40 stores around the world and creating advertising campaigns featuring many of the family’s glamorous members. In one image, Margherita Missoni, a daughter of Angela, appears with Ottavio and Vittorio, who are relaxing on a zigzag weave couch. The family’s compound in Sardinia has been featured in countless articles.

In 2005, the company created a successful fragrance business with Estée Lauder and, under Mr. Missoni’s direction, expanded into the hotel business with the Rezidor Hotel Group. The first Hotel Missoni opened in Edinburgh in 2009.

William Neuman contributed reporting from Caracas, Venezuela, and Elisabetta Povoledo from Rome.

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