Tunisians Prepare for Burial of Slain Opposition Leader

TUNIS — In a country quieted by the largest labor strike in decades, thousands of people started to gather early Friday for the funeral of Chokri Belaid, a leading opposition figure assassinated by unknown gunmen two days ago. 

The killing of Mr. Belaid, a human rights activist who had been a harsh critic of the ruling Islamist-led party, has led to fears that polarization and growing political violence will imperil Tunisia’s transition, often held up as a model in the region.

“We are steadfast, like mountains,” mourners chanted in the Jebel Jalloud neighborhood, where they gathered the rain in preparing to march to the city’s largest cemetery.  “We do not fear assassination.”

A steady stream of supporters also traveled to Mr. Belaid’s home, where a circle of flowers and other mementos marked the spot where he was killed, raising fears of a broader conflagration.

  “I’m afraid the country will descend into chaos,” said Nuzha ben Yayha, a mourner who came to pay her respects.

The country’s labor federation called the first general strike in more than three decades for Friday to coincide with the burial, adding to a combustible mix of passions just two years after the overthrow of President Zine el Abidine Ben Ali in early 2011 signaled the beginning of the Arab revolts sweeping the region.

The official TAP news agency said the national Army had been ordered to “secure” Mr. Belaid’s funeral “and ensure the protection of participants” while the trade union federation had called for a “peaceful” general strike “in order not to serve the objectives of Tunisia’s enemies who had planned Chokri Belaid’s assassination.”

The embassy of France, the former colonial power, said on its Web site that it would close its schools in the capital on Friday and Saturday for fear of renewed outbursts of violence.

On Thursday, protesters clashed with riot police officers in several cities. In Tunis, shuttered stores, tear gas and running street battles recreated the atmosphere of that uprising against former President Ben Ali but with none of the hope. Instead, many worried about a growing instability following the killing.

Adding to the uncertainties, Tunisia’s governing Islamist-led party on Thursday rejected a proposal by the prime minister to form a national unity government.

The announcement by the party, Ennahda, revealed growing strains within a movement that has promoted its blend of Islamist politics and pluralism as a model for the region. As it rejected the proposal by the prime minister, Hamadi Jebali, a member of Ennahda, the group also publicly rebuked one of its most senior leaders and rejected his efforts to calm the political crisis.

“The prime minister did not ask the opinion of his party,” Abdelhamid Jelassi, Ennahda’s vice president, said in a statement reported on the party’s Web site that rejected the proposal to replace the government with technocrats not affiliated with any party. “We in Ennahda believe Tunisia needs a political government now. We will continue discussions with other parties about forming a coalition government.”

The troubles in Tunisia unsettled the region and endangered a country that was credited with avoiding the chaos plaguing some its neighbors. In the same way some had held up Tunisia’s transition as an example, politicians in the region studied Mr. Belaid’s assassination and saw a broader warning.

Mr. Belaid’s death was seen as a blow to the country’s turbulent transition, raising the possibility that the political violence in Tunisia had reached a dangerous new level.

In the southern mining city of Gafsa, riots broke out and the police fired tear gas at demonstrators who threw stones, a local radio station reported. The city is known as a powerful base of support for Mr. Belaid, who was a fierce advocate for the miners.

A regional headquarters of Ennahda was burned down in the town of Siliana, according to local news media, one of more than a dozen party offices attacked by protesters in the last two days.

In one of the most disturbing aspects of the situation, Mr. Belaid had himself warned just before his death about Tunisia’s troubling turn toward violence and called for a national dialogue to combat it. He took special aim at Ennahda, accusing the Islamist group of turning a blind eye to crimes perpetrated by hard-line Islamists known as Salafis, including attacking Sufi shrines and liquor stores.

There have been no arrests in the killing, and no suspect has been identified. The governing party has condemned the assassination. Anxiety about the assassination reverberated in Egypt, where political feuds have been eclipsed by street clashes between protesters and the riot police. Security officials said plainclothes guards had been assigned to guard the homes of prominent opponents of Egypt’s Islamist-dominated government. The worries were amplified because of a fatwa issued by a hard-line Egyptian cleric saying that opponents of President Mohamed Morsi should be killed. The fatwa specifically mentioned Mohamed ElBaradei, a former United Nations diplomat and leader of Egypt’s largest secular-leaning opposition bloc, which led him to request the protection.

“Regime silent as another fatwa gives license to kill opposition in the name of Islam,” Mr. ElBaradei wrote in a Twitter message. “Religion yet again used and abused.”

On Thursday, Mr. Morsi addressed the issue in a speech, saying that political violence “has become one of the most important challenges that face the Arab Spring revolutions.”

In what seemed to be a direct challenge to religious hard-liners — as well as an attempt to avoid the criticism directed at Ennahda — he condemned those “who claim to speak for religion” and who “permit killing based on political differences.”

“This is terrorism itself,” he said.

Kareem Fahim reported from Tunis, David D. Kirkpatrick from Antakya, Turkey, and Alan Cowell from Paris. Monica Marks contributed reporting from Tunis, and Rick Gladstone from New York.

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Profound Weight of Layoffs Seen in Survey

Layoffs have touched nearly every American household in some fashion over the last few years, according to new survey data to be released Thursday by the John J. Heldrich Center for Workforce Development at Rutgers University.

Joe Raedle/Getty Images

Lissette Marquez, center, and Amiel Ali looked for jobs last week in Miami with the help of a South Florida Workforce customer service representative, Nelson Munoz, left.

While about 8 percent of Americans are unemployed, nearly a quarter of Americans say they were laid off at some point during the recession or afterward, according to the survey. More broadly, nearly eight in 10 say they know someone in their circle of family and friends who has lost a job.

“This to me is why the recession was so all-consuming and is likely to influence the American psyche,” said Cliff Zukin, a public policy and political science professor at Rutgers and co-author of the report. “Almost everyone, four out of five, were directly or one step removed from unemployment and all that goes with it financially, socially, psychologically.”

The survey presented a bleak view of the economic future.

A majority of Americans say they think it will be at least six years before the economy is made whole again, if ever. Three in 10 said the economy would never fully recover from the Great Recession.

“Despite significant improvements in the nation’s labor market, American workers’ concerns about unemployment, the job market, job security and the future of the economy have not changed much since we conducted a similar survey in August 2010,” the report said.

Just a third of Americans surveyed in this poll, conducted from Jan. 9-16, said they thought the economy would be better next year, the same share that said so two years earlier.

Of those laid off in recent years, nearly a quarter said they still had not found a job. Re-employment rates for older workers have been particularly bad, with nearly two-thirds of unemployed people 55 and older saying they actively sought a job for more than a year before finding one or had still not found work.

Not surprisingly, those who are unemployed are especially downbeat about many economic issues in addition to their own finances. Of those who were jobless and looking for work, 31 percent said their jobless benefits had run out and 58 percent said they were concerned their benefits would run out before they found work.

Of those who have found work, nearly half say their current job is a step down from the one they lost, and a slim majority say they earn less than they did in their previous job. A quarter of those re-employed said they thought that the hit to their standard of living would be permanent.

The reliance on one’s personal network and savings rather than the social safety net showed up frequently in the survey data.

More people reported borrowing money from friends and family than reported using food stamps. A third cut back on doctors’ visits or medical treatment. A quarter of the unemployed said they had enrolled in retraining programs of some kind; half of them reported paying for the education on their own or through family assistance. Twenty-three percent received some type of government financing for their training programs.

Unemployed workers were more likely than employed workers to say that the government is primarily responsible for helping the jobless. But even then, a majority of the unemployed thought that workers and employers were more responsible for getting people back to work than the government was.

Americans over all were also somewhat less critical of bankers this time than they were two years earlier. About one in three (35 percent) respondents attributed high unemployment levels to the actions of Wall Street, compared with 45 percent in 2010.

Americans were most likely to attribute high unemployment to cheap foreign labor. Four in 10 also said they believed illegal immigrants were taking Americans’ job opportunities — which does not bode well for political support for an amnesty program now being discussed in Washington.

Most people surveyed lost at least some of their savings. Asked about their financial health, six in 10 Americans said their finances would not improve in the next few years; just 16 percent said their family finances were already back to prerecession levels or suffered no loss in the first place.

More educated, better-off people were substantially more likely to report being as financially secure as they were before the recession began.

Responses are based on an online survey conducted by GfK using a nationally representative sample of 1,090 adults. The margin of sampling error is plus or minus three percentage points.

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Well: Think Like a Doctor: A Confused and Terrified Patient

The Challenge: Can you solve the mystery of a middle-aged man recovering from a serious illness who suddenly becomes frightened and confused?

Every month the Diagnosis column of The New York Times Magazine asks Well readers to sift through a difficult case and solve a diagnostic riddle. Below you will find a summary of a case involving a 55-year-old man well on his way to recovering from a series of illnesses when he suddenly becomes confused and paranoid. I will provide you with the main medical notes, labs and imaging results available to the doctor who made the diagnosis.

The first reader to figure out this case will get a signed copy of my book, “Every Patient Tells a Story,” along with the satisfaction of knowing you solved a case of Sherlockian complexity. Good luck.

The Presenting Problem:

A 55-year-old man who is recovering from a devastating injury in a rehabilitation facility suddenly becomes confused, frightened and paranoid.

The Patient’s Story:

The patient, who was recovering from a terrible injury and was too weak to walk, had been found on the floor of his room at the extended care facility, raving that there were people out to get him. He was taken to the emergency room at the Waterbury Hospital in Connecticut, where he was diagnosed with a urinary tract infection and admitted to the hospital for treatment. Doctors thought his delirium was caused by the infection, but after 24 hours, despite receiving the appropriate antibiotics, the patient remained disoriented and frightened.

A Sister’s Visit:

The man’s sister came to visit him on his second day in the hospital. As she walked into the room she was immediately struck by her brother’s distress.

“Get me out of here!” the man shouted from his hospital bed. “They are coming to get me. I gotta get out of here!”

His blue eyes darted from side to side as if searching for his would-be attackers. His arms and legs shook with fear. He looked terrified.

For the past few months, the man had been in and out of the hospital, but he had been getting better — at least he had been improving the last time his sister saw him, the week before. She hurried into the bustling hallway and found a nurse. “What the hell is going on with my brother?” she demanded.

A Long Series of Illnesses:

Three months earlier, the patient had been admitted to that same hospital with delirium tremens. After years of alcohol abuse, he had suddenly stopped drinking a couple of days before, and his body was wracked by the sudden loss of the chemical he had become addicted to. He’d spent an entire week in the hospital but finally recovered. He was sent home, but he didn’t stay there for long.

The following week, when his sister hadn’t heard from him for a couple of days, she forced her way into his home. There she found him, unconscious, in the basement, at the bottom of his staircase. He had fallen, and it looked as if he may have been there for two, possibly three, days. He was close to death. Indeed, in the ambulance on the way to the hospital, his heart had stopped. Rapid action by the E.M.T.’s brought his heart back to life, and he made it to the hospital.

There the extent of the damage became clear. The man’s kidneys had stopped working, and his body chemistry was completely out of whack. He had a severe concussion. And he’d had a heart attack.

He remained in the intensive care unit for nearly three weeks, and in the hospital another two weeks. Even after these weeks of care and recovery, the toll of his injury was terrible. His kidneys were not working, so he required dialysis three times a week. He had needed a machine to help him breathe for so long that he now had to get oxygen through a hole that had been cut into his throat. His arms and legs were so weak that he could not even lift them, and because he was unable even to swallow, he had to be fed through a tube that went directly into his stomach.

Finally, after five weeks in the hospital, he was well enough to be moved to a short-term rehabilitation hospital to complete the long road to recovery. But he was still far from healthy. The laughing, swaggering, Harley-riding man his sister had known until that terrible fall seemed a distant memory, though she saw that he was slowly getting better. He had even started to smile and make jokes. He was confident, he had told her, that with a lot of hard work he could get back to normal. So was she; she knew he was tough.

Back to the Hospital:

The patient had been at the rehab facility for just over two weeks when the staff noticed a sudden change in him. He had stopped smiling and was no longer making jokes. Instead, he talked about people that no one else could see. And he was worried that they wanted to harm him. When he remained confused for a second day, they sent him to the emergency room.

You can see the records from that E.R. visit here.

The man told the E.R. doctor that he knew he was having hallucinations. He thought they had started when he had begun taking a pill to help him sleep a couple of days earlier. It seemed a reasonable explanation, since the medication was known to cause delirium in some people. The hospital psychiatrist took him off that medication and sent him back to rehab that evening with a different sleeping pill.

Back to the Hospital, Again:

Two days later, the patient was back in the emergency room. He was still seeing things that weren’t there, but now he was quite confused as well. He knew his name but couldn’t remember what day or month it was, or even what year. And he had no idea where he was, or where he had just come from.

When the medical team saw the patient after he had been admitted, he was unable to provide any useful medical history. His medical records outlined his earlier hospitalizations, and records from the nursing home filled in additional details. The patient had a history of high blood pressure, depression and alcoholism. He was on a long list of medications. And he had been confused for the past several days.

On examination, he had no fever, although a couple of hours earlier his temperature had been 100.0 degrees. His heart was racing, and his blood pressure was sky high. His arms and legs were weak and swollen. His legs were shaking, and his reflexes were very brisk. Indeed, when his ankle was flexed suddenly, it continued to jerk back and forth on its own three or four times before stopping, a phenomenon known as clonus.

His labs were unchanged from the previous visit except for his urine, which showed signs of a serious infection. A CT scan of the brain was unremarkable, as was a chest X-ray. He was started on an intravenous antibiotic to treat the infection. The thinking was that perhaps the infection was causing the patient’s confusion.

You can see the notes from that second hospital visit here.

His sister had come to visit him the next day, when he was as confused as he had ever been. He was now trembling all over and looked scared to death, terrified. He was certain he was being pursued.

That is when she confronted the nurse, demanding to know what was going on with her brother. The nurse didn’t know. No one did. His urinary tract infection was being treated with antibiotics, but he continued to have a rapid heart rate and elevated blood pressure, along with terrifying hallucinations.

Solving the Mystery:

Can you figure out why this man was so confused and tremulous? I have provided you with all the data available to the doctor who made the diagnosis. The case is not easy — that is why it is here. I’ll post the answer on Friday.

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Rules and Regulations: Post your questions and diagnosis in the comments section below.. The correct answer will appear Friday on Well. The winner will be contacted. Reader comments may also appear in a coming issue of The New York Times Magazine.

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Bits Blog: Apple's iPad Dominated PC Market During Holiday Season

The iPad is defined as a tablet, but you might as well call it a personal computer. Over the holiday season, about one in six people buying computers around the world bought Apple’s tablet, according to research from Canalys.

The report, released Wednesday, said that when tablets were included, worldwide PC shipments over the fourth quarter increased 12 percent compared with the previous year. Apple led the computer market with 22.9 million iPads and 4.1 million Macs sold. Hewlett-Packard was in a distant second place with 15 million PCs shipped, and Lenovo shipped about 14.8 million computers.

Amazon and Samsung are quickly gaining traction in the computer market with their tablets. Amazon shipped 4.6 million tablets, including its Kindle Fire, over the quarter, and Samsung shipped 7.6 million. Over all, tablet shipments accounted for about one-third of the PC market over the quarter.

IDC, the research firm, reported similar numbers on PC shipments over the fourth quarter, but did not include tablets in its analysis.

Typically research firms don’t count tablets as a PC, because they are quite different from traditional laptops and desktops. But when sales of these two categories are stacked side by side, the numbers give perspective for how quickly the tablet is dissolving the old-school PC.

The Canalys report certainly makes the late Steve Jobs sound prescient. When he introduced the iPad 2 in 2011, he said tablet devices were ushering people into a “post-PC” era:

A lot of folks in this tablet market are rushing in and they’re looking at this as the next PC. The hardware and the software are done by different companies. And they’re talking about speeds and feeds just like they did with PCs.

And our experience and every bone in our body says that that is not the right approach to this. That these are post-PC devices that need to be even easier to use than a PC. That need to be even more intuitive than a PC. And where the software and the hardware and the applications need to intertwine in an even more seamless way than they do on a PC.

It appears that era has already arrived.

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This post has been revised to reflect the following correction:

Correction: February 6, 2013

An earlier version of this post incorrectly stated the number of iPads sold in the fourth quarter of 2012. Apple sold 22.9 million iPads during that period, not 27 million.

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Dominant Tunisian Party Rejects Move to Contain Assassination Fallout

Anis Mili/Reuters

Tunisian protesters clashed with the riot police during a demonstration after the death of Mr. Belaid outside the Interior ministry in Tunis on Wednesday.

TUNIS — Tunisian officials moved quickly Wednesday to contain the fallout after a leading opposition figure was assassinated outside his home. They announced that they would restructure the Islamist-led government and form a national unity cabinet as thousands took to the streets in protests that security forces beat back with tear gas.

But Reuters reported on Thursday that the country’s dominant Ennahda party had rejected the plan to to dissolve the government, as proposed Wednesday by Prime Minister Hamadi Jebali.

“The prime minister did not ask the opinion of his party," Abdelhamid Jelassi, Ennahda’s vice-president was quoted as saying. “We in Ennahda believe Tunisia needs a political government now. We will continue discussions with others parties about forming a coalition government.”

The reported rejection — which was not immediately confirmed — appeared to inject a new element of political uncertainty into an already fraught situation.

The killing of the politician, Chokri Belaid, one of Tunisia’s best-known human rights defenders and a fierce critic of the ruling Islamist party, placed dangerous new strains on a society struggling to reconcile its identity as a long-vaunted bastion of Arab secularism with its new role as a proving ground for one of the region’s ascendant Islamist parties.

The explosion of popular anger, which led to the death of a police officer in the capital, posed a severe challenge to Ennahda, which came to power promising a model government that blended Islamist principles with tolerant pluralism.

Mr. Belaid was shot and killed outside his home in an upscale Tunis neighborhood as he was getting into his car on Wednesday morning. The interior minister, citing witnesses, said that two unidentified gunmen had fired on Mr. Belaid, striking him with four bullets.

The killing, which analysts said was the first confirmed political assassination here since the overthrow of the autocratic leader, Zine el-Abidine Ben Ali, was a dark turn for the country that was the birthplace of the Arab uprisings of two years ago. It resonated in countries like Egypt and Libya that are struggling to contain political violence while looking to Tunisia’s turbulent but hopeful transition as a reassuring example.

“Confronting violence, radicalism and the forces of darkness is the main priority for societies if they want freedom and democracy,” Amr Hamzawy, a member of Egypt’s main secular opposition coalition, wrote on Twitter on Wednesday. “Assassinating Chokri Belaid is warning bell in Tunisia, and in Egypt too.”

The response by Tunisian officials was being closely watched. President Moncef Marzouki cut short an overseas trip to deal with the crisis. Mr. Jebali, the prime minister, called the killing a “heinous crime against the Tunisian people, against the principles of the revolution and the values of tolerance and acceptance of the other.”

Bowing to the outrage, he said cabinet ministers would be replaced with technocrats not tied to any party until elections can be held.

The announcement, which had been expected for months, held out the promise that Tunisia might continue to avoid the political chaos that has plagued its neighbors. Since the uprising, the country has held successful elections, leading to a coalition government merging Ennahda and two center-left parties. An assembly writing the country’s constitution has circumscribed the role of Islamic law, allowing Tunisia to avoid the arguments over basic legal matters that have led to protracted unrest in Egypt.

The struggle over identity here has taken a different form, as hard-line Islamists have pressured Ennhada to take a more conservative path. Secular groups have faulted Ennahda for failing to confront the hard-liners, or for secretly supporting them. The restructuring does not completely loosen Ennahda’s hold on political power.

The killing remained a mystery on Wednesday. The authorities did not announce any arrests, saying only that witnesses said the gunmen had appeared to be no more than 30 years old. Among Mr. Belaid’s colleagues and relatives, suspicions immediately fell on the hard-line Islamists known as Salafists, some of whom have marred the transition with acts of violence, including attacks on liquor stores and Sufi mausoleums.

Monica Marks reported from Tunis, and Kareem Fahim from Cairo. Reporting was contributed by Alan Cowell from Paris, Gerry Mullany from Hong Kong, Mayy El Sheikh from Cairo, David D. Kirkpatrick from Antakya, Turkey, and Brian Knowlton from Washington.

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DealBook: Liberty Global Reaches Deal for Virgin Media

8:07 p.m. | Updated

LONDON – Liberty Global, the international cable company owned by the American billionaire John C. Malone, agreed on Tuesday to buy the British cable company Virgin Media for about $16 billion.

The deal gives Liberty Global access to Europe’s largest cable market, and pits Mr. Malone against Rupert Murdoch, his longtime rival and biggest shareholder in Britain’s largest pay-TV provider British Sky Broadcasting.

Under the terms of the deal, Liberty Global said it had offered a package of cash and stock that it valued at $47.87 for each share in Virgin Media, a 24 percent premium over Virgin Media’s closing price on Monday.

The takeover ranks as one of the 10 largest cable deals of all time, according to figures from the data provider Thomson Reuters.

“Virgin Media will add significant scale and a first-class management team in Europe’s largest and most dynamic media and communications market,” Mike Fries, Liberty Global’s president and chief executive, said in a statement.

“After the deal, roughly 80 percent of Liberty Global’s revenue will come from just five attractive and strong countries — the U.K., Germany, Belgium, Switzerland and the Netherlands.”

News of the talks, confirmed earlier in the day in a statement by Virgin Media, came amid heightened merger and acquisition activity in the European television business. As European broadcasters suffer from stagnant or falling advertising revenue, American media conglomerates, looking to expand their international presence, are playing a significant role.

Mr. Malone and Mr. Murdoch have gone head-to-head before. From 2004 to 2006, they fought for control of DirecTV, the American satellite television provider.

The clash ended with Mr. Malone yielding a stake that he had built up in News Corporation. But the Liberty Group, which has operations in 13 countries, completed its purchase of a controlling stake in DirecTV from News Corporation in a cash-and-equity deal worth roughly $11 billion.

In recent years, Liberty Global has been expanding its presence in Europe and has operations from Ireland to Romania, though it failed last month in its bid to acquire the Telenet Group of Belgium for $2.7 billion. Liberty Global owns a 58 percent stake in Telenet.

Since early 2010, Liberty has bought two German rivals to build its operations in Europe’s largest economy.

In response, News Corporation has been expanding its global cable business, including the $2.1 billion acquisition of Consolidated Media, the Australian pay-television company, late last year.

Since the beginning of the financial crisis, Virgin Media, whose commercials feature the Olympic sprinting star Usain Bolt, has announced job cuts and invested in its broadband structure to reduce costs and increase its market share in Britain’s competitive cable market.

The company’s market capitalization stands at more than $10 billion. Including debt, its enterprise value is around $19.4 billion, according Thomson Reuters. Shares of Virgin Media, which are primarily traded on the Nasdaq, were up nearly 18 percent to $45.61 on the news of the Liberty talks.

Virgin’s shares have jumped almost 90 percent in the last 12 months, as more consumers sign up for so-called bundled services, including Internet and cellphone contracts. Virgin Media will announce its earnings on Wednesday.

Analysts warned that it would be difficult for Liberty Global to make additional savings between its current European operations and those of Virgin Media because Liberty does not have a business in Britain.

They said Liberty waited to make its move until Virgin made several upgrades to its network and restructured its debt. While Virgin has been gaining market share, it has 4.9 million customers, or roughly half the number of subscribers as its larger rival, BSkyB, according to filings by the companies.

The British billionaire Richard Branson, whose Virgin brand is used for a variety of products and services, including airlines and banks, owns less than 3 percent of Virgin Media.

News of the talks also came amid heightened merger and acquisition activity in the European television business. In December, Discovery Communications agreed to pay $1.7 billion for the Scandinavian operations of a large German commercial television company.

According to news reports this week, the majority owners of the German company are considering a sale. American media companies, including Time Warner, have been mentioned as potential buyers.

Analysts say the flurry of activity is driven by a desire among pay-television companies and broadcasters to diversify revenue sources that are coming under increased pressure. So broadcasters are setting up pay-television channels, and cable and satellite companies are looking to new content delivery platforms, like the Internet.

While commercial broadcasters remain powerful in Germany, Britain is the most lucrative pay-television market in Europe, according to Screen Digest, a research firm.

The deal for Virgin Media is expected to close during the second quarter of this year.

LionTree Advisors, Credit Suisse and the law firms Shearman & Sterling and Ropes & Gray advised Liberty Global, while Goldman Sachs, JPMorgan Chase and the law firms Fried Frank and Milbank advised Virgin Media.

Mark Scott reported from London, and Eric Pfanner from Paris.

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This post has been revised to reflect the following correction:

Correction: February 5, 2013

Because of an editing error, an earlier version of this article misstated the first name of the leader of News Corporation. He is Rupert Murdoch, not Richard.

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Ipswich Journal: Paul Mason Is One-Third the Man He Used to Be

Paul Nixon Photography

Paul Mason in 2012, two years after gastric bypass surgery stripped him of the unofficial title of “the world’s fattest man.”

IPSWICH, England — Who knows what the worst moment was for Paul Mason — there were so many awful milestones, as he grew fatter and fatter — but a good bet might be when he became too vast to leave his room. To get him to the hospital for a hernia operation, the local fire department had to knock down a wall and extricate him with a forklift.

That was nearly a decade ago, when Mr. Mason weighed about 980 pounds, and the spectacle made him the object of fascinated horror, a freak-show exhibit. The British news media, which likes a superlative, appointed him “the world’s fattest man.”

Now the narrative has shifted to one of redemption and second chances. Since a gastric bypass operation in 2010, Mr. Mason, 52 years old and 6-foot-4, has lost nearly two-thirds of his body weight, putting him at about 336 pounds — still obese, but within the realm of plausibility. He is talking about starting a jewelry business.

“My meals are a lot different now than they used to be,” Mr. Mason said during a recent interview in his one-story apartment in a cheerful public housing complex here. For one thing, he no longer eats around the clock. “Food is a necessity, but now I don’t let it control my life anymore,” he said.

But the road to a new life is uphill and paved with sharp objects. When he answered the door, Mr. Mason did not walk; he glided in an electric wheelchair.

And though Mr. Mason looks perfectly normal from the chest up, horrible vestiges of his past stick to him, literally, in the form of a huge mass of loose skin choking him like a straitjacket. Folds and folds of it encircle his torso and sit on his lap, like an unwanted package someone has set there; more folds encase his legs. All told, he reckons, the excess weighs more than 100 pounds.

As he waits to see if anyone will agree to perform the complex operation to remove the skin, Mr. Mason has plenty of time to ponder how he got to where he is. He was born in Ipswich and had a childhood marked by two things, he says: the verbal and physical abuse of his father, a military policeman turned security guard; and three years of sexual abuse, starting when he was 6, by a relative in her 20s who lived in the house and shared his bed. He told no one until decades later.

After he left school, Mr. Mason took a job as a postal worker and became engaged to a woman more than 20 years older than him. “I thought it would be for life, but she just turned around one day and said, ‘No, I don’t want to see you anymore — goodbye,’ ” he said.

His father died, and he returned home to care for his arthritic mother, who was in a wheelchair. “I still had all these things going around in my head from my childhood,” he said. “Food replaced the love I didn’t get from my parents.” When he left the Royal Mail in 1986, he said, he weighed 364 pounds.

Then things spun out of control. Mr. Mason tried to eat himself into oblivion. He spent every available penny of his and his mother’s social security checks on food. He stopped paying the mortgage. The bank repossessed their house, and the council found them a smaller place to live. All the while, he ate the way a locust eats — indiscriminately, voraciously, ingesting perhaps 20,000 calories a day. First he could no longer manage the stairs; then he could no longer get out of his room. He stayed in bed, on and off, for most of the last decade.

Social service workers did everything for him, including changing his incontinence pads. A network of local convenience stores and fast-food restaurants kept the food coming nonstop — burgers, french fries, fish and chips, even about $22 worth of chocolate bars a day.

“They didn’t deliver bags of crisps,” he said of potato chips. “They delivered cartons.”

His life became a cycle: eat, doze, eat, eat, eat. “You didn’t sleep a normal sleep,” he said. “You’d be awake most of the night eating and snacking. You totally forgot about everything else. You lose all your dignity, all your self-respect. It all goes, and all you focus on is getting your next fix.”

He added, “It was quite a lonely time, really.”

He got infections a lot and was transported to the hospital — first in a laundry van, then on the back of a truck and finally on the forklift. For 18 months after a hernia operation in 2003, he lived in the hospital and in an old people’s home — where he was not allowed to leave his room — while the local government found him a house that could accommodate all the special equipment he needed.

This article has been revised to reflect the following correction:

Correction: February 6, 2013

The headline on an earlier version of this article misstated Paul Mason’s current weight relative to what he weighed nearly a decade ago. He is now about one-third, not two-thirds, the weight he was then.

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Ipswich Journal: Paul Mason Is One-Third the Man He Used to Be

Paul Nixon Photography

Paul Mason in 2012, two years after gastric bypass surgery stripped him of the unofficial title of “the world’s fattest man.”

IPSWICH, England — Who knows what the worst moment was for Paul Mason — there were so many awful milestones, as he grew fatter and fatter — but a good bet might be when he became too vast to leave his room. To get him to the hospital for a hernia operation, the local fire department had to knock down a wall and extricate him with a forklift.

That was nearly a decade ago, when Mr. Mason weighed about 980 pounds, and the spectacle made him the object of fascinated horror, a freak-show exhibit. The British news media, which likes a superlative, appointed him “the world’s fattest man.”

Now the narrative has shifted to one of redemption and second chances. Since a gastric bypass operation in 2010, Mr. Mason, 52 years old and 6-foot-4, has lost nearly two-thirds of his body weight, putting him at about 336 pounds — still obese, but within the realm of plausibility. He is talking about starting a jewelry business.

“My meals are a lot different now than they used to be,” Mr. Mason said during a recent interview in his one-story apartment in a cheerful public housing complex here. For one thing, he no longer eats around the clock. “Food is a necessity, but now I don’t let it control my life anymore,” he said.

But the road to a new life is uphill and paved with sharp objects. When he answered the door, Mr. Mason did not walk; he glided in an electric wheelchair.

And though Mr. Mason looks perfectly normal from the chest up, horrible vestiges of his past stick to him, literally, in the form of a huge mass of loose skin choking him like a straitjacket. Folds and folds of it encircle his torso and sit on his lap, like an unwanted package someone has set there; more folds encase his legs. All told, he reckons, the excess weighs more than 100 pounds.

As he waits to see if anyone will agree to perform the complex operation to remove the skin, Mr. Mason has plenty of time to ponder how he got to where he is. He was born in Ipswich and had a childhood marked by two things, he says: the verbal and physical abuse of his father, a military policeman turned security guard; and three years of sexual abuse, starting when he was 6, by a relative in her 20s who lived in the house and shared his bed. He told no one until decades later.

After he left school, Mr. Mason took a job as a postal worker and became engaged to a woman more than 20 years older than him. “I thought it would be for life, but she just turned around one day and said, ‘No, I don’t want to see you anymore — goodbye,’ ” he said.

His father died, and he returned home to care for his arthritic mother, who was in a wheelchair. “I still had all these things going around in my head from my childhood,” he said. “Food replaced the love I didn’t get from my parents.” When he left the Royal Mail in 1986, he said, he weighed 364 pounds.

Then things spun out of control. Mr. Mason tried to eat himself into oblivion. He spent every available penny of his and his mother’s social security checks on food. He stopped paying the mortgage. The bank repossessed their house, and the council found them a smaller place to live. All the while, he ate the way a locust eats — indiscriminately, voraciously, ingesting perhaps 20,000 calories a day. First he could no longer manage the stairs; then he could no longer get out of his room. He stayed in bed, on and off, for most of the last decade.

Social service workers did everything for him, including changing his incontinence pads. A network of local convenience stores and fast-food restaurants kept the food coming nonstop — burgers, french fries, fish and chips, even about $22 worth of chocolate bars a day.

“They didn’t deliver bags of crisps,” he said of potato chips. “They delivered cartons.”

His life became a cycle: eat, doze, eat, eat, eat. “You didn’t sleep a normal sleep,” he said. “You’d be awake most of the night eating and snacking. You totally forgot about everything else. You lose all your dignity, all your self-respect. It all goes, and all you focus on is getting your next fix.”

He added, “It was quite a lonely time, really.”

He got infections a lot and was transported to the hospital — first in a laundry van, then on the back of a truck and finally on the forklift. For 18 months after a hernia operation in 2003, he lived in the hospital and in an old people’s home — where he was not allowed to leave his room — while the local government found him a house that could accommodate all the special equipment he needed.

This article has been revised to reflect the following correction:

Correction: February 6, 2013

The headline on an earlier version of this article misstated Paul Mason’s current weight relative to what he weighed nearly a decade ago. He is now about one-third, not two-thirds, the weight he was then.

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DealBook: Dell Goes Private in $24 Billion Buyout, Largest Since 2007

9:22 p.m. | Updated

For Dell, a $24.4 billion deal to take itself private is a bold move out of Wall Street’s harsh spotlight as it tries to remake itself in a world where personal computers are no longer the big business in technology.

Yet the buyout — which was announced on Tuesday and would be the biggest by far since the days of the recession — is a huge gamble. It will saddle Dell with $15 billion of new debt, and it does nothing to divert the forces reshaping the technology industry and undercutting the company’s business.

Fifteen years ago, Dell made enormous profits from selling customized PCs directly to customers. Six years ago, it was the world’s leading maker of personal computers. Today, it is in third place, behind Hewlett-Packard and Lenovo, and falling.

Dell’s share of an already contracting market for PCs slipped to just 10.7 percent last year, from 16.6 percent six years earlier.

No-name rivals from Taiwan and China grind earnings to razor-thin margins. Android smartphones and iPads, not Windows laptops and desktops, are the best-selling and most moneymaking devices.

And while a shift to cloud computing has increased demand for data centers — an opportunity for Dell to sell servers — big customers like Google and Facebook build their own equipment cheaply. The rise of cloud services has also prompted many companies to forgo buying additional machines, instead relying on rented time and applications running on faraway computer networks.

Dell’s share of the market for servers, slipped about one percentage point, to 22.2 percent of 9.5 million servers sold in 2011. The greater problem in this segment is the pressure on profit margins. Shaw Wu, an analyst with Sterne Agee, estimates operating margins on servers, once about 15 percent, are now “in the high single digits, compared with the mid-single digits for PCs.” It is likely that servers will soon have PC-like margins, he said.

Michael S. Dell is betting his stake in the company and some $700 million of his fortune that he can meet those challenges and turn around a business he started in 1984 in his dormitory room at the University of Texas.

“Dell’s transformation is well under way, but we recognize it will still take more time, investment and patience,” Mr. Dell wrote in a memo to employees on Tuesday. “I believe that we are better served with partners who will provide long-term support to help Dell innovate and accelerate the company’s transformation strategy.”

Mr. Dell’s investment means he will maintain control of the company if its shareholders approve the deal. The private equity firm Silver Lake, one of the most prominent investors in technology companies, is contributing about $1 billion in cash.

And Microsoft, seeking to shore up one of its most important business partners, has agreed to lend Dell $2 billion. Microsoft itself is under pressure, with longtime suppliers flirting with rivals to its Windows operating system.

“Microsoft is committed to the long term success of the entire PC ecosystem and invests heavily in a variety of ways to build that ecosystem for the future,” the software giant said in a statement.

Despite taking on an additional $15 billion in debt, Mr. Dell and Silver Lake argue that the company will survive, thanks to the cash that the PC business still generates.

A. M. Sacconaghi, an analyst with Bernstein Research, estimated that the amount of debt Dell will pay is less than what it has spent in stock dividends and share repurchases. “This debt load is manageable,” he said, “as long as the cash flow from PCs holds up.”

People involved in the transaction said that the buyers had prepared for potential further declines in the PC business, but intend on at least maintaining the company’s position. Dell’s cash from operations has held steady for four of the last five years, coming in at $5.5 billion for the most recent fiscal year.

The size of the transaction evoked the frothy deal-making days before the financial crisis. Dell would be the biggest buyout since the Blackstone Group’s $26 billion takeover of Hilton Hotels in the summer of 2007. Yet few expect a resurgence in giant leveraged buyouts. While the continued availability of cheap financing makes such deals possible, financiers caution that Dell represents a special case because of the founder’s big equity stake.

The deal is the biggest test yet for Mr. Dell, 47, who has a fortune estimated at $16 billion. After a three-year absence, he returned as chief executive of the company in 2007, vowing to restore his creation. His strategy has focused on moving into the business of data centers and corporate software services, marked by numerous acquisitions that have cost billions of dollars.

So far, that has yielded little. Dell’s shares have fallen 31 percent over the last five years, closing on Tuesday at $13.42 — below the buyout’s offer price of $13.65.

But that strategy will largely remain in place if the management buyout is completed. The company will cut its PC offerings further and buy more companies involved in corporate computing for small and medium-size businesses, said Brian T. Gladden, Dell’s chief financial officer.

Though Mr. Dell has bemoaned his company’s dismal stock performance for years, his plan to take it private began in earnest only last year. The billionaire maintains a home in Hawaii near the residences of two prominent private equity executives, Egon Durban of Silver Lake and George R. Roberts of Kohlberg Kravis Roberts, and began floating the idea of a deal with them, people briefed on the matter said.

By August, Mr. Dell formally approached the board with a proposal to take the company private, prompting directors to form a special committee to study alternatives to a deal, these people said. One priority was keeping the process devoid of conflicts of interest to head off potential legal challenges, including the hiring of JPMorgan Chase to provide advice and Evercore Partners to solicit other suitors.

The committee considered ways to keep the company public, including borrowing money to buy back shares, but concluded that the management buyout was the most attractive option.

Mr. Dell had aligned himself with Silver Lake, which he let handle virtually all of the board negotiations, these people said. Mr. Durban used his close ties with Steven Ballmer, the chief executive of Microsoft and to whom he had sold the video chatting service Skype for $8.5 billion, to bring in Microsoft as a partner.

Microsoft was wary of getting involved, fearing fracturing relationships with other partners, according to a person briefed on its deliberations. The software company insisted on providing a loan instead of taking equity in the newly private Dell. Silver Lake also hired four banks to arrange the $15 billion in financing.

By the time word of the deal talks leaked last month, the two sides had the outline of a final proposal. But Dell’s special board committee, led by Alex J. Mandl, battled with the buyers on price until Monday night, pressing for the highest possible bid.

Hamstringing them was a lack of other potential buyers. The committee’s advisers had unsuccessfully approached both K.K.R. and TPG Capital, another big investment firm, hoping to flush out another offer. And despite the talk last month, no strategic buyer emerged as a rival.

Secrecy was important. Mr. Dell was known in talks as “Mr. Denali” — a nickname he liked so much he referred to himself by it regularly — while the PC maker was “Osprey” and Silver Lake was “Salamander.”

Nick Wingfield and Andrew Ross Sorkin contributed reporting.

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New Skirmishes Reported in Mali as France Vows to Exit

PARIS — Amid reports of continued skirmishes with Islamist extremists driven out of the main settlements of northern Mali, France renewed a promise on Wednesday that its soldiers would begin returning home within weeks, handing over to West African and Malian units charged with keeping the vast desert area under government control.

But French officials acknowledged that, despite their claimed military successes so far, new hostilities had erupted on Tuesday near the northern town of Gao between what were depicted as remnants of the insurgents and French and Malian forces.

“From the moment our forces, supported by Malian forces, began missions and patrols around the towns which we have taken, we have encountered residual jihadist groups which fight,” Defense Minister Jean-Yves Le Drian said in a radio interview.

“We will seek them out,” he said, pledging to bring security to the recaptured areas. “Yesterday there was some rocket fire from residual jihadist groups in the Gao region” of northern Mali, he said, without going into detail.

In an interview published in the Metro newspaper, Foreign Minister Laurent Fabius said that, starting in March, “the number of French troops should fall.

“France has no intention of remaining in Mali,” he said. “It is the Africans and the Malians themselves to guarantee the security, the territorial integrity and the sovereignty of the country.”

The Defense Minister, Mr. Le Drian, said the French deployment for its lightning offensive launched last month had now reached 4,000 soldiers “and we won’t go beyond that.”

The deployment is already far higher than the 2,500 soldiers France initially projected and has been boosted by the arrival during the weekend of 500 more soldiers.

But the French officials seem anxious to persuade their citizens that the country’s armed forces are not being pulled inexorably into a perilous long-term commitment risking higher casualties.

“The progressive transfer from the French military presence to the African military presence can be made relatively quickly,” he said. “In several weeks, we will be able to begin to reduce our deployment.”

France intervened after Islamist forces who had controlled northern Mali for months began a sudden drive to the south almost a month ago. After halting the rebel advance with airstrikes, France sent in ground troops who advanced along with Malian units but met little apparent resistance as the insurgents melted back into their hide-outs in the rugged northeast of the country.

But the latest reporting of skirmishes near Gao seemed to suggest that the insurgents have not completely withdrawn.

The main town in that region is Kidal, now under the control of French and Chadian forces.

In a first rough tally of casualties on Tuesday, Mr. Le Drian said the French intervention had killed “several hundred” insurgents, both in airstrikes and in “direct combat” in two towns in the center and north of the country — Konna and Gao.

France says it lost one member of its armed forced — a helicopter pilot — while Mali has said 11 of its soldiers were killed and 60 wounded in the fighting at Konna last month.

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