Stephen Schwarzman: We were looking at buying some real estate.  This is a business example, but there are examples from other areas.  We were looking at buying some condominiums in southern Spain in the 2006-2007 era, and we did some analysis and had a meeting.  And the team reported that they were building so many units in Spain that you could move most of Germany into Spain and there’d still be extra units.  And then somebody commented from our Indian office, which I didn’t even realize we had, that the same thing was happening in India and that raw land had gone up ten times in 18 months, which seemed like an impossible thing.  Then that weekend, I was in Florida, in my house there and reading the newspaper, and it said that real estate prices for houses were up 25 percent in one year, with like a one percent growth in population.  So you could see a global residential housing boom so strong that it was meant to collapse, which, of course, it did.  So we adjusted everything we were doing at the firm to not get caught in that mess.  I can go over in more depth exactly what we did.  It’s actually not that important except we changed our entire array of where we’d invest, where we wouldn’t invest, and when the subprime crisis happened, where the global financial crisis was triggered, we were positioned in a much different way than almost everybody.  And you could see it just with one or two pieces of information.  So that’s the way my mind sort of works.