- The lack of results, especially, like I said, on, you know, the more difficult teams like Saudi and Yemeni teams, or the, the Gulf Arab state teams, the results as far as on the reporting side were minuscule compared to what, you know, people who were working the Pakistani and Afghan prisoners. Those were much more cooperative, at least as far as being able to give some basic information. So the frustration was more evident, that I saw. And when people were frustrated instead of looking inwardly and saying, well what can I do to become a better interrogator? It was mostly, well, what can we do to the detainees to get them to talk? And this is where you start getting leadership who, because of their ignorance and their arrogance, this deadly combination that I've spoken about before, where they don't know what to do, but they're in a position of authority, so they're too arrogant to listen to other people who maybe do know what to do. They start making the calls and the judgment calls on, well, instead of focusing on making better interrogators or providing the interrogators with the adequate supplies and tools, knowledge requirements that they need, we're going to focus on how far can we push the limit on the detainees? How far can we push them, as far as coercion, as far as mental or physical coercion. And this is where you start getting people talking about the gray area, which really never should have been spoken about because a good interrogator never needs to go into what we call the gray area.