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by Chris Martenson

The most anticipated announcement of the year – perhaps too anticipated (sell the news?) – will answer the question, “How much new money will the Fed decide dump into the situation at their next meeting?”

Estimates range from a low of $500 billion to as high as $4 trillion. In the middle of the range is Bill Gross of PIMCO, who thinks the Fed needs to buy around $100 billion a month of US Treasuries (effectively monetizing the entire US deficit next year), while the high end is claimed by Jan Hatzius of Goldman Sachs, who makes the case that the Fed’s own “Taylor Rule” requires them to buy $4 trillion if they wish to close the apparent gap that exists between that rule and economic reality.

What began as a temporary rescue operation by the Fed and the feds to try and perform a normal Keynesian jump-start operation on the economy is now a permanent fixture without which the markets cannot operate.

More Liquidity on the Way
PREVIEW by Chris Martenson

The most anticipated announcement of the year – perhaps too anticipated (sell the news?) – will answer the question, “How much new money will the Fed decide dump into the situation at their next meeting?”

Estimates range from a low of $500 billion to as high as $4 trillion. In the middle of the range is Bill Gross of PIMCO, who thinks the Fed needs to buy around $100 billion a month of US Treasuries (effectively monetizing the entire US deficit next year), while the high end is claimed by Jan Hatzius of Goldman Sachs, who makes the case that the Fed’s own “Taylor Rule” requires them to buy $4 trillion if they wish to close the apparent gap that exists between that rule and economic reality.

What began as a temporary rescue operation by the Fed and the feds to try and perform a normal Keynesian jump-start operation on the economy is now a permanent fixture without which the markets cannot operate.

by Chris Martenson
Wednesday, October 13, 2010

Executive Summary

  • Perception will drive the market shift.
  • Awareness of Peak Oil is still low but spreading rapidly.
  • The military is mobilizing, but civilian government is AWOL.
  • The Post-Peak transition will be more chaotic than it need be.
  • We have time to prepare (but not much).
  • Taking informed action now is critical.

Part I

If you have not yet read Part I of this report, please click here to read it first.

Part II

It’s All About Perception

On my plane ride back from DC, I happened to sit next to an insurance professional who was chatty.  After hearing about his washed-out business trip to the Cayman Islands, I told him about my work and the ASPO conference I’d just been to.  He’d never heard of Peak Oil before.

When I encounter someone who has not heard of Peak Oil, I experience the same sense of disorientation as if they said they had never heard of 9-11.  The only difference between the two is that Peak Oil might have much larger and even more devastating effects.

The good news is that this reminds me that we are further away from the tipping point of awareness than I sometimes think, (hopefully) providing us with an extra year or two or preparation time.  The bad news is that when the tipping point arrives, it will do so all at once, and probably with more disruption than if people had been allowed to more slowly internalize the implications and reality of vastly higher oil prices.

As we explored in the previous report, it’s not the fundamentals that will finally lead to the shift, it’s perception.  Right now, on a fundamental basis, there is every indication that a liquid fuel crisis is imminent.  Perhaps the data is wrong and will be corrected, or perhaps a massive discovery will change the game, but right now our best information is that depletion and demand are going to swamp supply in the near future.

Future Chaos: There Is No “Plan B”
PREVIEW by Chris Martenson
Wednesday, October 13, 2010

Executive Summary

  • Perception will drive the market shift.
  • Awareness of Peak Oil is still low but spreading rapidly.
  • The military is mobilizing, but civilian government is AWOL.
  • The Post-Peak transition will be more chaotic than it need be.
  • We have time to prepare (but not much).
  • Taking informed action now is critical.

Part I

If you have not yet read Part I of this report, please click here to read it first.

Part II

It’s All About Perception

On my plane ride back from DC, I happened to sit next to an insurance professional who was chatty.  After hearing about his washed-out business trip to the Cayman Islands, I told him about my work and the ASPO conference I’d just been to.  He’d never heard of Peak Oil before.

When I encounter someone who has not heard of Peak Oil, I experience the same sense of disorientation as if they said they had never heard of 9-11.  The only difference between the two is that Peak Oil might have much larger and even more devastating effects.

The good news is that this reminds me that we are further away from the tipping point of awareness than I sometimes think, (hopefully) providing us with an extra year or two or preparation time.  The bad news is that when the tipping point arrives, it will do so all at once, and probably with more disruption than if people had been allowed to more slowly internalize the implications and reality of vastly higher oil prices.

As we explored in the previous report, it’s not the fundamentals that will finally lead to the shift, it’s perception.  Right now, on a fundamental basis, there is every indication that a liquid fuel crisis is imminent.  Perhaps the data is wrong and will be corrected, or perhaps a massive discovery will change the game, but right now our best information is that depletion and demand are going to swamp supply in the near future.

by Chris Martenson

Prediction: Things Will Unravel Faster Than You Think

Friday, October 1, 2010

Executive Summary

  • We do not live in a linear world
  • Complex systems are inherently unpredictable (sort of)
  • Accepting “what is”
  • Banking on perception
  • The dawning of awareness of Peak Oil, sovereign insolvency, & currency debasement
  • Hope alone is a terrible strategy
  • What you should do

Part I

If you have not yet read Part I of this report, please click here to read it first.

Part II

Banking On Perception

When it comes to markets riding on a flawed fundamental premise, perception is everything.  

Consider that in December of 2007, the world had plenty of food, but by February of 2008, we saw food riots and the international perception of food scarcity.  Almost nothing had changed with respect to the fundamental quantities of food stocks between December and February, and that’s the point.

Or consider that one month Iceland was in fine shape and the next month desperately broke.  Ditto for Greece.  Again, there was nothing that had fundamentally changed from one month to the next, in terms of cash flows or debt levels, that would justify the size of the adjustments, but they happened nonetheless, and they happened quickly. 

Prediction: Things Will Unravel Faster Than You Think
PREVIEW by Chris Martenson

Prediction: Things Will Unravel Faster Than You Think

Friday, October 1, 2010

Executive Summary

  • We do not live in a linear world
  • Complex systems are inherently unpredictable (sort of)
  • Accepting “what is”
  • Banking on perception
  • The dawning of awareness of Peak Oil, sovereign insolvency, & currency debasement
  • Hope alone is a terrible strategy
  • What you should do

Part I

If you have not yet read Part I of this report, please click here to read it first.

Part II

Banking On Perception

When it comes to markets riding on a flawed fundamental premise, perception is everything.  

Consider that in December of 2007, the world had plenty of food, but by February of 2008, we saw food riots and the international perception of food scarcity.  Almost nothing had changed with respect to the fundamental quantities of food stocks between December and February, and that’s the point.

Or consider that one month Iceland was in fine shape and the next month desperately broke.  Ditto for Greece.  Again, there was nothing that had fundamentally changed from one month to the next, in terms of cash flows or debt levels, that would justify the size of the adjustments, but they happened nonetheless, and they happened quickly. 

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