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Genuine Dodge Journey Headlight

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24 Headlights found

Dodge Journey Headlamp-Headlamp Park And Turn

• Other Name : Composite Headlamp
• Replaces : 5067789AA, 5067789AD, 5067789AC, 5067789AB
• 2009-2019 Dodge Journey | Crew AWD, Crew FWD, Crossroad AWD, Crossroad FWD, Express FWD, GT AWD, GT FWD, Heat AWD, Heat FWD, Hero AWD, Hero FWD, LUX AWD, LUX FWD, Limited AWD, Limited FWD, Mainstreet AWD, Mainstreet FWD, R/T AWD, R/T FWD, R/T Rallye AWD, SE AWD, SE FWD, SXT AWD, SXT FWD | 4 Cyl 2.4L, 6 Cyl 2.7L, 6 Cyl 3.5L, 6 Cyl 3.6L

Dodge Journey HEADLAMP Park And Turn

• Other Name : Composite Headlamp, Headlamp
• Replaces : 68200084AA, 68200084AB
• 2013-2020 Dodge Journey | Crew AWD, Crew FWD, Crossroad AWD, Crossroad FWD, GT AWD, GT FWD, Limited AWD, Limited FWD, R/T AWD, R/T FWD, R/T Rallye AWD, SE AWD, SE FWD, SXT AWD, SXT FWD | 4 Cyl 2.4L, 6 Cyl 3.6L

Dodge Journey Park And Turn Headlamp

• Other Name : Headlamp-Headlamp Park And Turn
• Replaced by : 5116288AD
• 2009 Dodge Journey | R/T AWD, R/T FWD, SE FWD, SXT AWD, SXT FWD | 4 Cyl 2.4L, 6 Cyl 2.7L, 6 Cyl 3.5L

• 2018-2019 Dodge Journey | Crossroad AWD, Crossroad FWD, GT AWD, GT FWD, SE AWD, SE FWD, SXT AWD, SXT FWD | 4 Cyl 2.4L, 6 Cyl 3.6L

Dodge Journey Park And Turn Headlamp Right

• Position : Passenger Side
• Replaced by : 68200084AC
• 2013-2017 Dodge Journey | Crew AWD, Crew FWD, Crossroad AWD, Crossroad FWD, GT AWD, GT FWD, Limited AWD, Limited FWD, R/T AWD, R/T FWD, R/T Rallye AWD, SE AWD, SE FWD, SXT AWD, SXT FWD | 4 Cyl 2.4L, 6 Cyl 3.6L

• Replaces : 68200085AB, 68200085AA

Dodge Journey Park And Turn Headlamp Left

• Position : Driver Side
• Replaced by : 68200085AC

• Other Name : Headlamp-Headlamp Park And Turn; Composite Headlamp
• Replaces : 68227073AA
• 2014-2019 Dodge Journey | Crossroad AWD, Crossroad FWD, GT AWD, GT FWD, Limited AWD, Limited FWD, R/T AWD, R/T FWD, R/T Rallye AWD, SE AWD, SE FWD, SXT AWD, SXT FWD | 4 Cyl 2.4L, 6 Cyl 3.6L

Dodge Journey Headlight Right, Left

• Position : Driver Side Passenger Side

• Replaced by : 5067789AE
• 2009-2013 Dodge Journey | Crew AWD, Crew FWD, Express FWD, Heat AWD, Heat FWD, Hero AWD, Hero FWD, LUX AWD, LUX FWD, Mainstreet AWD, Mainstreet FWD, R/T AWD, R/T FWD, R/T Rallye AWD, SE FWD, SXT AWD, SXT FWD | 4 Cyl 2.4L, 6 Cyl 2.7L, 6 Cyl 3.5L, 6 Cyl 3.6L

• Replaced by : 68227072AB
• 2014-2017 Dodge Journey | Crossroad AWD, Crossroad FWD, GT AWD, GT FWD, Limited AWD, Limited FWD, R/T AWD, R/T FWD, R/T Rallye AWD, SE AWD, SE FWD, SXT AWD, SXT FWD | 4 Cyl 2.4L, 6 Cyl 3.6L

• Replaces : 68227072AA

Dodge Journey Park Headlamp And Turn

• Other Name : Lamp Headlamp Park And Turn
• Replaced by : 5116289AD

• Replaced by : 5067788AE

• Replaced by : 68227073AB

• Replaces : 5116288AC, 5116288AB, 5116288AA
• 2009-2020 Dodge Journey | Crew AWD, Crew FWD, Crossroad AWD, Crossroad FWD, Express FWD, GT AWD, GT FWD, Heat AWD, Heat FWD, Hero AWD, Hero FWD, LUX AWD, LUX FWD, Limited AWD, Limited FWD, Mainstreet AWD, Mainstreet FWD, R/T AWD, R/T FWD, R/T Rallye AWD, SE AWD, SE FWD, SXT AWD, SXT FWD | 4 Cyl 2.4L, 6 Cyl 2.7L, 6 Cyl 3.5L, 6 Cyl 3.6L

Dodge Journey Headlight Assembly

• Replaces : 5067788AC, 5067788AB, 5067788AD, 5067788AA

Dodge Journey Headlight Head Light Headlamp

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Dodge Journey Custom & Factory Headlights

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The Dodge Journey is a fantastic family car which gives its drivers loads of advantages and facilities. We at CARiD think that even the best vehicles can certainly still be made more effective with the aid of the most suitable upgrades and products, so if you are trying to make your Dodge Journey a better and even more good-looking vehicle then we have loads of exceptional products and solutions available to allow you make it happen. A collection our users rave about for the Dodge Journey is this impressive line of specialty Dodge Journey headlights. Newer, aftermarket headlights tend to make the Journey much safer for you, and even for other road users out when night falls, and can also help make the Dodge Journey even more eye-catching than before.

Our Dodge Journey custom headlights series contains all the hottest and most modern headlight looks and lighting effects, for instance our cool Dodge Journey Euro headlights which give a fashionable new look, or our vibrant Dodge Journey halo projectors. Whichever the variety of Dodge Journey projector headlights you are searching for, you'll discover some we are sure you'll really love in our vast selection. You'll find them uncomplicated to connect on your Dodge, and with our unbelievable value selling prices we are certain you'll be pleased you shopped with CARiD! Choose your brand new Dodge headlights from us right away!

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2010 Dodge Journey - Headlight Bulb

• EiKO Lighting
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• Sylvania SilverStar ULTRA
• Sylvania SilverStar zXe
• Sylvania SilverStar zXe Gold
• Sylvania XtraVision
• Sylvania ZEVO

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Sylvania 9005 High Performance SilverStar ZXE Gold Halogen Headlight Bulb (Pack of 2)

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When replacing a car’s headlight bulbs, it's essential to consider factors such as brightness, color temperature, energy efficiency, lifespan, and compatibility with the vehicle's lighting system. Headlight bulbs come in a variety of designs and styles, and installing the correct bulb can help ensure proper, safe headlight operation. A vehicle may have a single headlight bulb that provides high- and low-beam operation, or it may have separate bulbs that are each responsible for those functions independently. However, when one headlight bulb burns out, it’s always best to replace headlight bulbs in pairs. This helps to avoid replacing the other bulb later, which might already be near the end of its service life. Check out our selection of headlight bulb replacements or speak with our parts professionals in-store, and we can help you find the best bulb for your vehicle. If you need help choosing the right headlight bulb, check out our headlight bulb selection guide .

LED Headlight Bulbs* and Automotive Lighting

Looking for replacement LED headlight bulbs? Our selection of high-quality replacement automotive lighting ensures optimal visibility and safety on the road. With various options available, such as halogen, LED, and HID bulbs, let our parts professionals help you find the perfect bulb type for your vehicle's make and model. We also carry a premium halogen selection of common fitment bulb types like 9005, 9006, or 9007, as well as H1, H7, and H11 headlights. and LED bulbs. If you are interested in upgrading to LED headlight bulbs, keep in mind that these are suitable only for off-road, fog light, and powersport vehicle applications, and are not regulated for on-road usage. When replacing dim or flickering headlights, upgrade to reliable bulbs that enhance your driving experience at O’Reilly Auto Parts.

When you're ready to replace or upgrade your headlights, shop O'Reilly Auto Parts, where we carry a variety of automotive lighting solutions. With halogen, HID, and LED headlight options, you can find the appropriate brightness, color, and down-road visibility for every driving situation. We also carry tail light bulbs, and brake light bulbs, turn signal bulbs, and other exterior lighting products to help maintain your safety on the road. You can also learn more about how to replace your headlight bulbs with our How-To resources, and ask for free headlight bulb replacement at your local store.

*LED headlight bulbs are used for powersport applications only.

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Dodge journey light bulb size.

How do I know what size my light bulb is?

Need to know the Dodge Journey bulb size to replace a dimmed-off lamp? Below you may find the Dodge Journey bulb size charts with part numbers for all lamp positions like headlights, fog lights, brake lights, tail lights, turn signals, side markers, parking lights, cargo lights, etc.

Some bulb numbers are interchangeable. So if you spot a couple of different bulb sizes for one application, you may install any of them. Choose the year of production for your vehicle to see the list of OEM bulb sizes that are recommended by the car maker. The bulbs available for your Dodge Journey can be upgraded using halogen, LED, OE Xenon, and HID conversion kits.

Choose Dodge Journey Year for Bulb Size Chart

What type of headlight bulb does a dodge journey use.

We created this light bulb guide to make it easier for you to find the right OEM bulbs for your car. All the data is provided for informational purposes only. The Dodge Journey bulb fitment guide was compiled using information from trusted lighting companies like Osram Sylvania and Philips. 

The list is a work in progress, and we reserve the right to make modifications at any time. Use this information at your own risk. We give no warranties regarding the data presented.

Why are we making such a fuss? We don't want to alarm you, but we feel obligated to inform you. This is because bulb sizes and kits can differ even within the same make, model, and year. The exact manufacturing month may occasionally have an impact on the bulb dimensions.

While we strive to be accurate, the information below may not be entirely correct for your car. Keep in mind that there is always a slight chance it could be wrong due to various factors.

Please let us know if you discover any changes that need to be made, or elements that should be included. It would be very helpful if you would do so.

Can I put LED bulbs in my Dodge Journey?

If you choose a Dodge Journey with all the bells and whistles, LED headlights may come standard. Consider the aftermarket LED bulbs as replacements for halogen bulbs on lower-level trims to gain better illumination and a longer lifespan.  

Consider legal restrictions in your State! 

A new set of LED lights for your Dodge Journey can improve the look and functionality of your vehicle.

If you're looking to upgrade the LED lights in your Dodge Journey, you'll want to take into account the legal restrictions in your area.

Because most states demand that your vehicle have yellow or white headlights, you may not be able to install headlights of different colors.

Check with your state's Department of Motor Vehicles or Department of Public Safety to determine what restrictions exist in your state before you begin shopping.

Before buying headlights or taillights, check that they have a DOT/SAE certification. This will guarantee that the light intensity is up to code for street driving.

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While israel installs outdated traffic lights, a u.s. city will benefit from israeli smart lights managing traffic congestion..

Newton YMCA CEO Lucas Hughes steps down

‘my time at the newton ymca has been an incredibly fulfilling journey’.

Lucas Hughes (Provided by Newton YMCA)

In a letter addressed to Newton residents on June 19, Newton YMCA CEO Lucas Hughes announced with heartfelt gratitude that he will be stepping down from his leadership role in one-in-a-half months and he will be returning to his hometown of Shenandoah to take over his family’s business.

“My time at the Newton YMCA has been an incredibly fulfilling journey,” he said. “This community has welcomed me with open arms, and I have grown to deeply care for and love the people here. The support and dedication I have witnessed from our members, staff and volunteers have been nothing short of inspiring.”

Hughes remarked that the YMCAand the community have achieved remarkable milestones over his five years as CEO, including the implementation of a solar panel sustainability project and the efforts to expand childcare capacity that doubled the number of children the YMCA can support.

Membership at the YMCA has increased significantly, too, Hughes said, and the organization’s annual giving has seen substantial growth, allowing it to provide more assistance to those in need. The YMCA also established essential partnerships with the Newton school district and the city.

“I am incredibly proud of what we have accomplished together,” Hughes said in his letter. “The Newton YMCA is more than just a place; it is a cornerstone of our community, a place where individuals of all ages come to improve their health, connect with others and find support.”

While Hughes is excited about his new chapter in Shenandoah, leaving Newton is bittersweet. But he is confident the YMCA will continue to thrive.

“Thank you for the opportunity to serve as your CEO,” he said. “I look forward to seeing the continued growth and success of the Newton YMCA.”

Hughes was first hired as the CEO of Newton YMCA in January 2020, following the retirement of Frank Buckley. Prior to being CEO, he served as director of operations at the YMCA since 2017. During his tenure, he executed significant initiatives to improve the YMCA.

Christopher Braunschweig

Christopher Braunschweig has a strong passion for community journalism and covers city council, school board, politics and general news in Newton, Iowa and Jasper County.

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Anthony Fauci’s Side of the Story

By Jerome Groopman

Some fifty pages into his autobiography, “ On Call: A Doctor’s Journey in Public Service ” (Viking), Anthony Fauci, the former head of the National Institute of Allergy and Infectious Diseases ( NIAID ), describes a moment of horror when he and his colleagues realize that the scale of the epidemic they are dealing with is far greater than previously supposed: “Thousands and thousands of people had been getting infected before we knew that the disease existed, and they were passing the infections on to others long before they showed symptoms of the disease itself.” Later, as the government response—of which he is the “public face”—comes under fire, Fauci will be called a murderer.

The year is 1985, and a blood test for H.I.V. has recently become available. By the end of the year, it will be evident that, for each of the nearly sixteen thousand people in the United States suffering from AIDS , more than seven others are infected but asymptomatic.

Even if the COVID -19 pandemic had not occurred, Fauci’s career would still have been one of the most consequential and most prominent in American medicine in the past fifty years. But it was the pandemic that made him, as he writes, “a political lightning rod—a figure who represents hope to so many and evil to some.” Long renowned as a clinician, a researcher, and a public servant—George W. Bush awarded him the Presidential Medal of Freedom in 2008—he became demonized as a liar who hid evidence about the SARS -CoV-2 virus, funded dangerous laboratory studies, misled Congress, and was responsible for countless unnecessary deaths. So it is telling that his memoir is less dominated by recent events than one might expect. Although most readers will surely first turn to the part that relates Fauci’s dealings with the Trump Administration, the forty-fifth President is only one of six whom we meet in person, and AIDS gets more pages than COVID .

Discover notable new fiction and nonfiction.

The book thus presents an implicit demand for us to see Fauci’s career whole, from medical training to retirement. When, at the start of this month, he was questioned by the House Select Subcommittee on the Coronavirus Pandemic, the Republican firebrand Marjorie Taylor Greene insisted upon addressing him as Mr. Fauci, rather than Dr. Fauci. “Because you’re not ‘Doctor,’ you’re ‘Mister’ Fauci,” she said. “That man does not deserve to have a license. As a matter of fact, it should be revoked, and he belongs in prison.” Against this absurd charge, “On Call” maintains that Anthony Fauci is a doctor first and foremost.

The book is also something of a diptych. The resonances between the two greatest public-health crises of Fauci’s tenure at NIAID are impossible to ignore. Both cases involve asymptomatic infection, a scramble for tests and treatments, public-information campaigns, and the search for a vaccine—miraculously fast for COVID -19, still unfulfilled for H.I.V. And, each time, he is vilified—first by militant AIDS activists, later by anti-vaxxers and anti-maskers, populist Republicans and libertarians, and a panoply of conspiracy theorists. But the differences are as revealing as the similarities, in ways that, by the end of the book, test even Fauci’s resistance to pessimism.

The title “On Call” suggests that medicine is not merely a job but a calling, and Fauci traces the roots of this sensibility back to his childhood in Brooklyn. His parents were first-generation Italian Americans, both college-educated. His father worked as a pharmacist, and the Faucis—a close-knit family, proud of their heritage—lived above his pharmacy. Dedication to caring for others was exemplified by Fauci’s father. “Dad was generous to a fault when it came to accommodating customers who could not afford to pay their pharmacy bills,” he writes. “He kept a running account for them, much to the frustration of the whole family.”

Fauci was educated in Catholic schools, initially by Dominican nuns who demanded achievement and graded students down to a tenth of a point. At Regis, an élite Jesuit high school in Manhattan, he immersed himself in Greek and Latin. Regis’s motto is “Men for Others,” making personal gain secondary to public service, and Fauci notes the school’s spirit as a “natural extension” of that of his upbringing. He went on to a Jesuit college, Holy Cross, in Worcester, Massachusetts, and then to medical school at Cornell, where he graduated first in his class.

Fauci joined the National Institutes of Health in 1968, rising through its ranks as an infectious-disease specialist and immunologist. He cared for patients with rare autoimmune disorders, and discovered that low doses of chemotherapy and steroids could be life-saving, because they blunted these patients’ aberrant inflammatory responses. It was serendipitously perfect preparation for studying H.I.V.—so much so that Fauci describes feeling “the illusion of fate” when the disease’s first victims , mostly young gay men, began arriving at the N.I.H. Clinical Center. “I was trained for years as an immunologist and an infectious disease specialist,” he writes. “Here was a disease that certainly was infectious. It also was destroying the immune system and rendering the patients highly susceptible to opportunistic infections.”

Fauci redirected his efforts from inflammatory diseases to H.I.V. At first, there was no medication to block the virus, and half the admitted patients died of infections or cancer within nine to ten months. During the early years of the epidemic, I crossed paths with Fauci at various scientific conferences; at my hospital, at Harvard, I had been enlisted as an oncologist to care for AIDS patients with malignancies, specifically Kaposi’s sarcoma and lymphoma. Fauci became a frequent target of gay activists, who saw that the government was failing them. Larry Kramer, in the San Francisco Examiner , wrote a piece headed “ i call you murderers : An open letter to an incompetent idiot, Dr. Anthony Fauci.” He accused Fauci of facilitating the deaths of hundreds, if not thousands, of people with H.I.V. “His rationale for the attack was that I had not demanded enough money for AIDS ,” Fauci writes. “He ignored the fact that I had requested from Congress and the president the largest increase in resources given to an NIH institute since the famous ‘war on cancer’ in the 1970s.”

The first major advance in the treatment of aids was AZT, a drug that had originally been tested as a chemotherapy agent. Although AZT was not effective against tumors, laboratory results showed it to be a potent inhibitor of H.I.V. I was among several physicians who participated in the pivotal clinical trial of AZT for the treatment of AIDS patients. Fauci presents these results succinctly: “Over a twenty-four-week period in 1986, 145 individuals with HIV received AZT, and 137 received the placebo. At the end of the study, 19 patients who received the placebo had died compared with only 1 death in the group that received AZT. Opportunistic infections, such as Pneumocystis pneumonia, developed in 45 subjects receiving the placebo, compared with 24 subjects receiving AZT.”

The drug was clearly a turning point, and not long after the publication of these results, in a New England Journal of Medicine article that I co-authored, I joined colleagues on a panel presenting the results of the clinical trial to physicians, nurses, and other caregivers. During the discussion, a group from ACT UP barged into the meeting room. I vividly recall how they yelled that AZT was poison and handed out Kool-Aid to the attendees, a reference to the deaths of Jim Jones’s cult followers. They turned to the physicians on the panel, calling us Nazis. This stung; many members of my mother’s extended family were murdered in Auschwitz. Having worked to care for people with AIDS , and having participated in a clinical trial that proved for the first time that a drug could combat the virus, I was indignant at the group’s slander.

But this is where one distinctive facet of Fauci’s mentality reveals itself. Although he writes that he was hurt to be called a murderer by Kramer, he goes on to say, “Yet, in a strange way, I still did not blame Larry. If I had been in his position, I would have been just as angry.” When activists protested at the N.I.H., demanding the development of better drugs than AZT, Fauci made a key decision, bringing a handful of the demonstrators inside to meet with him. “They were shocked,” he recalls. “This was the first time in anyone’s memory that a government official had invited them to sit down and talk on equal terms and on government turf.” Fauci was able to clarify what drug development involved, while the activists, as he writes, “played an increasingly important role in shaping my thinking and policy in these areas.” This culminated in an innovative “parallel track” of drug testing that expanded the availability of experimental treatments for AIDS beyond the rigid confines of clinical trials.

Ultimately, Fauci’s vision of convincing activists of a shared goal was realized, and even Larry Kramer forged a bond with him. Shortly before Kramer died, in May, 2020, he had one last phone conversation with Fauci, which ended with Kramer saying, “I love you, Tony.” Fauci writes, “I tearfully responded, ‘I love you too, Larry.’ A complex relationship, indeed.”

Fauci’s commitment to his work on AIDS was such that when, in 1984, he was offered the directorship of NIAID , a purely administrative role, he insisted on being allowed to continue doing research and treating patients. He writes of a piece of advice a mentor gave him as his influence increased: “It’s a good rule when you are walking into the West Wing of the White House to advise the president, vice president, or the White House staff to remind yourself that this might be the last time you will walk through that door.” In other words, sooner or later there would likely be a choice between sugarcoating unwelcome news and losing influence, so one should mentally prepare to do the right thing.

Fauci was neither naïve nor cynical about the ways of Washington. He understood that politicians were obliged to grandstand for the press and the public, and that even allies could occasionally make trouble. During a hearing in 1988, Senator Ted Kennedy selectively quoted him in a way that implied that a dinner invitation from Vice-President George H. W. Bush had made him soft-pedal his demands for more AIDS funding. Fauci writes, “At the end of the hearing Senator Kennedy called me over, put his arm around my shoulder, and said warmly, ‘Sorry I had to do that, Tony, it was nothing personal, but I just have to keep the pressure on. Anyway, keep up your great work.’ ”

Fauci was known for being apolitical and having friends on both sides of the aisle. This, along with his reputation for integrity, bore fruit in both Republican and Democratic Administrations. He writes with affection about Bush, Sr., who offered him the N.I.H. directorship—a position he turned down, as it would have required him to give up hands-on medical care. He worked with Bill Clinton on creating a center devoted in part to H.I.V.-vaccine research, with George W. Bush on providing life-saving medication to people with the disease in the developing world, and with Barack Obama on combatting outbreaks of Zika and Ebola.

And so to Donald Trump . Seeing Fauci’s expressionless face during the President’s pandemic press conferences, I often wondered what he was thinking. Once, while listening to Trump, Fauci moved his hand to his forehead in disbelief. That seemed to answer my question.

Fauci mentions this incident in his memoir, and his handling of it is characteristic. Trump, he writes, “was being especially flippant” and made a joke that gave him “a moment of despair mixed with amusement.” Catching the eye of a journalist who shot him “one of those ‘What the . . . ?’ looks,” Fauci recalls, “I put my hand to my forehead to hide my expression.” He was dismayed when a photograph of this gesture was seized upon by his critics as proof that he was “a naysaying bureaucrat who deliberately, even maliciously, was undermining President Trump.” Fauci, then, does not deny that he was aghast at what Trump was saying, but he is adamant that he had no intention of communicating disrespect—a line he maintains consistently—and that, indeed, the notorious gesture was an attempt to conceal his reaction. The word “flippant” is notable, too. As criticisms of Trump go, it’s decidedly mild, and it does capture something about his character; namely, his love of playing to an audience.

The chapter about working with Trump is called “He Loves Me, He Loves Me Not.” At first, Fauci found Trump “far more personable than I had expected.” But, early on in the pandemic, Fauci encountered “the first, but not the last, whiplash effect that I would experience in dealing with this complex man.” On a nighttime phone call in February, 2020, Trump listened as Fauci advised him against underplaying the severity of the situation—“That almost always comes back to bite you, Mr. President”—and suggested that honesty would win the country’s respect. The next day, at a rally in Charleston, South Carolina, Trump called COVID the Democrats’ “new hoax.”

Similarly, Fauci was impressed that, despite the economic consequences, Trump agreed to shut down the country for fifteen days in March, in an attempt to “flatten the curve.” The difficulty came when fifteen days turned into longer and longer still. “I think Donald Trump thought that COVID would be temporary: a little time goes by, the outbreak is over, everyone goes back to work, and the election cycle can begin,” Fauci writes. But, “with the ghastly reality setting in that COVID was not going to go away, Trump began to grab for an elixir that would cure this disease.” When the President started touting the benefits of hydroxychloroquine, Fauci realized that “sooner or later I would have to refute him publicly.” Knowing that the press would seize on divisions between Trump and his COVID team, he evidently tried to make these corrections as measured as possible, and he writes of being struck that Trump did not seem to hold them against him.

Nothing that Fauci says will change the minds of those who believe he was trying to undermine the President, but Democrats may be surprised that he enjoyed cordial relations with much of the Administration. He finds Mike Pence, Marc Short, and Hope Hicks to be supportive and sees “positive attributes” in Jared Kushner. Even Trump often seems guilty more of wishful thinking than of something darker, pleading with Fauci to find some sort of silver lining. The villains in the account are the White House chief of staff Mark Meadows and the press secretary Kayleigh McEnany, who Fauci feels try to silence him, and Peter Navarro, an economic adviser, who berates him about hydroxychloroquine. Fauci shows quiet scorn for Scott Atlas, a doctor who becomes Trump’s special assistant on COVID . Atlas is against lockdowns, putting his faith in herd immunity, and acquires influence by “telling the president what he wanted to hear.”

The relationship with Trump certainly soured, something Fauci attributes in part to the people who had the President’s ear, and there is an alarming account of Trump at his most furious. In June, 2020, after Fauci said that the duration of immunity from the vaccines then in development might be such that booster shots would be needed, he got a call:

The president was irate, saying that I could not keep doing this to him. He said he loved me, but the country was in trouble, and I was making it worse. He added that the stock market went up only six hundred points in response to the positive phase 1 vaccine news and it should have gone up a thousand points and so I cost the country “one trillion fucking dollars.”

Fauci himself evinces anger only when he tells of death threats to him and his family, which required him to have a security detail at home. In the AIDS era, he recalls, he got maybe a couple of abusive letters a month. Things were very different this time: “Now my family and I were barraged by emails, texts, and phone calls.” He is particularly outraged at the harassment of his daughters, writing that he “wanted to lash out at the people who were terrifying these innocent young women.”

Fauci’s troubles did not end with Trump’s departure. Once Joe Biden was President, the abuse got worse, he writes, because attacking him became a badge of loyalty for extremist Republicans and a way to wage war on Biden and the Democrats—“as well as established principles of public health.” In 2022, Fauci decided to retire, but the polarization that he laments is as virulent as ever, as the rhetoric at the recent congressional hearing shows.

Parts of the book were obviously written with an eye to the ongoing scrutiny of the government’s handling of the pandemic. He is open, if a little general, about things that went wrong. “If we knew in the first months what we know now, many things would have been done differently,” he writes. “We learned, for example, that aerosol transmission of infection was important, and asymptomatic spread of virus played a much greater role in transmission than originally appreciated. This knowledge clearly would have influenced earlier recommendations for mask wearing, social distancing, and ventilation.” He also thinks that mask mandates could have been relaxed earlier but explains that although he privately made this recommendation to the C.D.C., he was hesitant to criticize the agency openly.

More broadly, he emphasizes that “people associate science with absolutes that are immutable, when in fact science is a process that continually uncovers new information.” People look to medical science for definitive answers, but the advice during the pandemic had to change as the understanding of the virus developed. This idea governs Fauci’s stated attitude toward the debate that still rages about whether the pandemic started with the virus naturally jumping species to humans, perhaps in the Wuhan wet market, or whether a leak from a laboratory in Wuhan working on coronaviruses could have been to blame. (The latter possibility is made more politically fraught by the fact that the Wuhan lab indirectly received funding for some coronavirus research from the N.I.H.) Fauci states that there is no proof either way, but that “keeping an open mind about both possibilities does not mean that one cannot have an opinion.” In the book, as in the recent hearing, he continues to argue that a natural spillover from another species is more probable. He notes that this is the prevailing opinion among evolutionary virologists and the majority opinion among U.S. intelligence agencies; he also asserts that seventy-five per cent of all new infectious diseases originate in this manner.

While somewhat open-minded about the origin of the virus, he is vociferous about the way that the lab-leak theory has been used to erode confidence in public-health provisions. He relays in detail his rebuttal, in May, 2021, of Senator Rand Paul’s claim that N.I.H. money directly funded the creation of the virus in Wuhan.

“At times, I am deeply disturbed about the state of our society,” Fauci writes near the end of his book. “We have seen complete fabrications become some people’s accepted reality.” If this “crisis of truth” persists, the effects of future pandemics will be much worse. Such is the grim lesson of Fauci’s career in public service. In the nineteen-eighties, by listening to his critics, he managed to turn them into allies. Larry Kramer, famously combative, went from calling him a murderer to saying he loved him. Which of Fauci’s current adversaries would be capable of such a transformation? ♦

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Matt forté on mental toughness: navigating the nfl and beyond.

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CHICAGO, IL - OCTOBER 19: Matt Forte #22 of the Chicago Bears celebrates his third-quarter ... [+] touchdown during a game against the Miami Dolphins at Soldier Field on October 19, 2014 in Chicago, Illinois. (Photo by Jonathan Daniel/Getty Images)

Matt Forté is a celebrated NFL star and former Chicago Bears running back who is well known for his exceptional skills. Forté sat down with me to discuss his own experiences with mental health and his transition out of the NFL. He candidly opened up about the pressures he faced as an elite athlete in the NFL and the impact of injuries on his overall mental health and well-being.

Although Forté’s NFL career was marked by many successes, there is often an invisible struggle that many players endure when playing in high-pressure environments. “I had a high expectation of myself that was higher than what was required by the team,” Forté explained. He explains that the expectations extended outside of his football performance, including family and contract concerns. The self-imposed pressure, along with the stressors of playing in a professional sporting league, took a toll on his mental health at times. “It was a mental struggle where sometimes I would find myself angry for no reason,” he explains. Yet, Forté often found solace in his faith, which became his anchor amidst the pressures. “Understanding and reading the gospel was therapy for me and it changed my perspective,” says Forté.

An important influence that kept him grounded was knowing his self-worth was defined from within, rather than being determined by external factors. Despite leading the NFL in rushing yards at the time, Forté experienced moments of doubt and frustration, particularly when financial disparities surfaced. “I was leading the NFL in rushing but was getting paid less than the punter,” says Forté. This caused him to question his value, as he experienced stress and mental toil at that time. What kept him grounded was his ability to understand, “I can only control what I can control – what I say to the media and how I show up on the field – being emotionally aware of certain things was my solid rock foundation,” says Forté. He points out that he grew up in the era where there were not many mental health resources available to him and when there eventually were, there was a stigma associated with using them.

In terms of what NFL teams can do better to support players’ mental health, Forté suggests, “advocate for it and provide visibility of the importance of it.” He emphasizes that it’s important for players to learn and understand the value that optimizing one’s mental health can have. “If I’m a head coach, I’m going to talk about mental performance a lot,” asserts Forté. He believes gaining mental clarity is crucial for consistent high performance and maintaining one’s overall well-being.

Although injuries are a part of any athlete’s career, Forté experienced emotional challenges alongside the physical injuries. “Every year as a running back, along with the ups and downs of football and trying to play at the elite level consistently, there’s the pressure on you to perform as well as to not get injured,” says Forté. When asked when he started to understand that he had an identity outside of the sport, he says, “It’s when I got hurt and missed multiple games – I felt like I literally didn’t exist and so seeing the team operate as the Chicago Bears away from me, helped me to detach.” This detachment helped him begin the difficult but necessary process of finding his identity outside of the sport.

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Transitioning out of the NFL was challenging for Forté, as it is for many athletes. His advice to current players emphasizes the importance of seeking support and building a community of like-minded individuals around you. “The one thing I would say is it’s important to understand that separating yourself into solitude is never going to help you – you only heal in community,” explains Forté. He encourages athletes to seek wise counsel to navigate the emotional complexities of retirement.

Forté’s commitment to community extends beyond his NFL journey. In 2013 he founded What’s Your Forté, a foundation aimed at supporting young people in finding their strengths and purpose. He says his aim is “to spark their inspiration and passion for something and then try to push them in a way to grow their learning and development, allowing kids that were in the streets to not go that way”. He uses his platform to teach the importance of developing mental fortitude and to foster the development of future generations through the foundation’s various programs.

Through his lived experiences during his football career and transition out of the league, Forté encourages young athletes to prioritize their well-being, seek support, and remember that there is a meaningful purpose beyond the game.

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The state of AI in 2023: Generative AI’s breakout year

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The latest annual McKinsey Global Survey  on the current state of AI confirms the explosive growth of generative AI (gen AI) tools . Less than a year after many of these tools debuted, one-third of our survey respondents say their organizations are using gen AI regularly in at least one business function. Amid recent advances, AI has risen from a topic relegated to tech employees to a focus of company leaders: nearly one-quarter of surveyed C-suite executives say they are personally using gen AI tools for work, and more than one-quarter of respondents from companies using AI say gen AI is already on their boards’ agendas. What’s more, 40 percent of respondents say their organizations will increase their investment in AI overall because of advances in gen AI. The findings show that these are still early days for managing gen AI–related risks, with less than half of respondents saying their organizations are mitigating even the risk they consider most relevant: inaccuracy.

The organizations that have already embedded AI capabilities have been the first to explore gen AI’s potential, and those seeing the most value from more traditional AI capabilities—a group we call AI high performers—are already outpacing others in their adoption of gen AI tools. 1 We define AI high performers as organizations that, according to respondents, attribute at least 20 percent of their EBIT to AI adoption.

The expected business disruption from gen AI is significant, and respondents predict meaningful changes to their workforces. They anticipate workforce cuts in certain areas and large reskilling efforts to address shifting talent needs. Yet while the use of gen AI might spur the adoption of other AI tools, we see few meaningful increases in organizations’ adoption of these technologies. The percent of organizations adopting any AI tools has held steady since 2022, and adoption remains concentrated within a small number of business functions.

Table of Contents

• It’s early days still, but use of gen AI is already widespread
• Leading companies are already ahead with gen AI
• AI-related talent needs shift, and AI’s workforce effects are expected to be substantial
• With all eyes on gen AI, AI adoption and impact remain steady

About the research

1. it’s early days still, but use of gen ai is already widespread.

The findings from the survey—which was in the field in mid-April 2023—show that, despite gen AI’s nascent public availability, experimentation with the tools  is already relatively common, and respondents expect the new capabilities to transform their industries. Gen AI has captured interest across the business population: individuals across regions, industries, and seniority levels are using gen AI for work and outside of work. Seventy-nine percent of all respondents say they’ve had at least some exposure to gen AI, either for work or outside of work, and 22 percent say they are regularly using it in their own work. While reported use is quite similar across seniority levels, it is highest among respondents working in the technology sector and those in North America.

Organizations, too, are now commonly using gen AI. One-third of all respondents say their organizations are already regularly using generative AI in at least one function—meaning that 60 percent of organizations with reported AI adoption are using gen AI. What’s more, 40 percent of those reporting AI adoption at their organizations say their companies expect to invest more in AI overall thanks to generative AI, and 28 percent say generative AI use is already on their board’s agenda. The most commonly reported business functions using these newer tools are the same as those in which AI use is most common overall: marketing and sales, product and service development, and service operations, such as customer care and back-office support. This suggests that organizations are pursuing these new tools where the most value is. In our previous research , these three areas, along with software engineering, showed the potential to deliver about 75 percent of the total annual value from generative AI use cases.

In these early days, expectations for gen AI’s impact are high : three-quarters of all respondents expect gen AI to cause significant or disruptive change in the nature of their industry’s competition in the next three years. Survey respondents working in the technology and financial-services industries are the most likely to expect disruptive change from gen AI. Our previous research shows  that, while all industries are indeed likely to see some degree of disruption, the level of impact is likely to vary. 2 “ The economic potential of generative AI: The next productivity frontier ,” McKinsey, June 14, 2023. Industries relying most heavily on knowledge work are likely to see more disruption—and potentially reap more value. While our estimates suggest that tech companies, unsurprisingly, are poised to see the highest impact from gen AI—adding value equivalent to as much as 9 percent of global industry revenue—knowledge-based industries such as banking (up to 5 percent), pharmaceuticals and medical products (also up to 5 percent), and education (up to 4 percent) could experience significant effects as well. By contrast, manufacturing-based industries, such as aerospace, automotives, and advanced electronics, could experience less disruptive effects. This stands in contrast to the impact of previous technology waves that affected manufacturing the most and is due to gen AI’s strengths in language-based activities, as opposed to those requiring physical labor.

Responses show many organizations not yet addressing potential risks from gen AI

According to the survey, few companies seem fully prepared for the widespread use of gen AI—or the business risks these tools may bring. Just 21 percent of respondents reporting AI adoption say their organizations have established policies governing employees’ use of gen AI technologies in their work. And when we asked specifically about the risks of adopting gen AI, few respondents say their companies are mitigating the most commonly cited risk with gen AI: inaccuracy. Respondents cite inaccuracy more frequently than both cybersecurity and regulatory compliance, which were the most common risks from AI overall in previous surveys. Just 32 percent say they’re mitigating inaccuracy, a smaller percentage than the 38 percent who say they mitigate cybersecurity risks. Interestingly, this figure is significantly lower than the percentage of respondents who reported mitigating AI-related cybersecurity last year (51 percent). Overall, much as we’ve seen in previous years, most respondents say their organizations are not addressing AI-related risks.

2. Leading companies are already ahead with gen AI

The survey results show that AI high performers—that is, organizations where respondents say at least 20 percent of EBIT in 2022 was attributable to AI use—are going all in on artificial intelligence, both with gen AI and more traditional AI capabilities. These organizations that achieve significant value from AI are already using gen AI in more business functions than other organizations do, especially in product and service development and risk and supply chain management. When looking at all AI capabilities—including more traditional machine learning capabilities, robotic process automation, and chatbots—AI high performers also are much more likely than others to use AI in product and service development, for uses such as product-development-cycle optimization, adding new features to existing products, and creating new AI-based products. These organizations also are using AI more often than other organizations in risk modeling and for uses within HR such as performance management and organization design and workforce deployment optimization.

AI high performers are much more likely than others to use AI in product and service development.

Another difference from their peers: high performers’ gen AI efforts are less oriented toward cost reduction, which is a top priority at other organizations. Respondents from AI high performers are twice as likely as others to say their organizations’ top objective for gen AI is to create entirely new businesses or sources of revenue—and they’re most likely to cite the increase in the value of existing offerings through new AI-based features.

As we’ve seen in previous years , these high-performing organizations invest much more than others in AI: respondents from AI high performers are more than five times more likely than others to say they spend more than 20 percent of their digital budgets on AI. They also use AI capabilities more broadly throughout the organization. Respondents from high performers are much more likely than others to say that their organizations have adopted AI in four or more business functions and that they have embedded a higher number of AI capabilities. For example, respondents from high performers more often report embedding knowledge graphs in at least one product or business function process, in addition to gen AI and related natural-language capabilities.

While AI high performers are not immune to the challenges of capturing value from AI, the results suggest that the difficulties they face reflect their relative AI maturity, while others struggle with the more foundational, strategic elements of AI adoption. Respondents at AI high performers most often point to models and tools, such as monitoring model performance in production and retraining models as needed over time, as their top challenge. By comparison, other respondents cite strategy issues, such as setting a clearly defined AI vision that is linked with business value or finding sufficient resources.

The findings offer further evidence that even high performers haven’t mastered best practices regarding AI adoption, such as machine-learning-operations (MLOps) approaches, though they are much more likely than others to do so. For example, just 35 percent of respondents at AI high performers report that where possible, their organizations assemble existing components, rather than reinvent them, but that’s a much larger share than the 19 percent of respondents from other organizations who report that practice.

Many specialized MLOps technologies and practices  may be needed to adopt some of the more transformative uses cases that gen AI applications can deliver—and do so as safely as possible. Live-model operations is one such area, where monitoring systems and setting up instant alerts to enable rapid issue resolution can keep gen AI systems in check. High performers stand out in this respect but have room to grow: one-quarter of respondents from these organizations say their entire system is monitored and equipped with instant alerts, compared with just 12 percent of other respondents.

3. AI-related talent needs shift, and AI’s workforce effects are expected to be substantial

Our latest survey results show changes in the roles that organizations are filling to support their AI ambitions. In the past year, organizations using AI most often hired data engineers, machine learning engineers, and Al data scientists—all roles that respondents commonly reported hiring in the previous survey. But a much smaller share of respondents report hiring AI-related-software engineers—the most-hired role last year—than in the previous survey (28 percent in the latest survey, down from 39 percent). Roles in prompt engineering have recently emerged, as the need for that skill set rises alongside gen AI adoption, with 7 percent of respondents whose organizations have adopted AI reporting those hires in the past year.

The findings suggest that hiring for AI-related roles remains a challenge but has become somewhat easier over the past year, which could reflect the spate of layoffs at technology companies from late 2022 through the first half of 2023. Smaller shares of respondents than in the previous survey report difficulty hiring for roles such as AI data scientists, data engineers, and data-visualization specialists, though responses suggest that hiring machine learning engineers and AI product owners remains as much of a challenge as in the previous year.

Looking ahead to the next three years, respondents predict that the adoption of AI will reshape many roles in the workforce. Generally, they expect more employees to be reskilled than to be separated. Nearly four in ten respondents reporting AI adoption expect more than 20 percent of their companies’ workforces will be reskilled, whereas 8 percent of respondents say the size of their workforces will decrease by more than 20 percent.

Looking specifically at gen AI’s predicted impact, service operations is the only function in which most respondents expect to see a decrease in workforce size at their organizations. This finding generally aligns with what our recent research  suggests: while the emergence of gen AI increased our estimate of the percentage of worker activities that could be automated (60 to 70 percent, up from 50 percent), this doesn’t necessarily translate into the automation of an entire role.

AI high performers are expected to conduct much higher levels of reskilling than other companies are. Respondents at these organizations are over three times more likely than others to say their organizations will reskill more than 30 percent of their workforces over the next three years as a result of AI adoption.

4. With all eyes on gen AI, AI adoption and impact remain steady

While the use of gen AI tools is spreading rapidly, the survey data doesn’t show that these newer tools are propelling organizations’ overall AI adoption. The share of organizations that have adopted AI overall remains steady, at least for the moment, with 55 percent of respondents reporting that their organizations have adopted AI. Less than a third of respondents continue to say that their organizations have adopted AI in more than one business function, suggesting that AI use remains limited in scope. Product and service development and service operations continue to be the two business functions in which respondents most often report AI adoption, as was true in the previous four surveys. And overall, just 23 percent of respondents say at least 5 percent of their organizations’ EBIT last year was attributable to their use of AI—essentially flat with the previous survey—suggesting there is much more room to capture value.

Organizations continue to see returns in the business areas in which they are using AI, and they plan to increase investment in the years ahead. We see a majority of respondents reporting AI-related revenue increases within each business function using AI. And looking ahead, more than two-thirds expect their organizations to increase their AI investment over the next three years.

The online survey was in the field April 11 to 21, 2023, and garnered responses from 1,684 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of those respondents, 913 said their organizations had adopted AI in at least one function and were asked questions about their organizations’ AI use. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.

The survey content and analysis were developed by Michael Chui , a partner at the McKinsey Global Institute and a partner in McKinsey’s Bay Area office, where Lareina Yee is a senior partner; Bryce Hall , an associate partner in the Washington, DC, office; and senior partners Alex Singla and Alexander Sukharevsky , global leaders of QuantumBlack, AI by McKinsey, based in the Chicago and London offices, respectively.

They wish to thank Shivani Gupta, Abhisek Jena, Begum Ortaoglu, Barr Seitz, and Li Zhang for their contributions to this work.

This article was edited by Heather Hanselman, an editor in the Atlanta office.

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