--- title: Adventure: Life On The Edge description: Is everyday life too dull? Why else would Americans seek risk as never before? canonical: https://time.com/archive/6736290/adventure-life-on-the-edge/ author: TIME article:opinion: false article:content_tier: free article:published_time: 1999-09-06T04:00:00.000Z article:modified_time: 2026-04-22T07:12:50.280Z article:section: U.S. og:title: Adventure: Life On The Edge og:description: Is everyday life too dull? Why else would Americans seek risk as never before? og:url: https://time.com/archive/6736290/adventure-life-on-the-edge/ og:site_name: TIME og:image: https://static.time.com/v3/assets/bltea6093859af6183b/bltde093bcdab65f2d0/6988d9b9bc6cfc69913e2a3c/time-logo.jpg?branch=production og:image:width: 1200 og:image:height: 675 og:image:alt: TIME og:type: article twitter:card: summary_large_image twitter:title: Adventure: Life On The Edge twitter:description: Is everyday life too dull? Why else would Americans seek risk as never before? twitter:image: https://static.time.com/v3/assets/bltea6093859af6183b/bltde093bcdab65f2d0/6988d9b9bc6cfc69913e2a3c/time-logo.jpg?branch=production --- * [U.S.](/section/us/) # Adventure: Life On The Edge > Sponsored content. Supplied in partnership with Project Management Institute. Project Management Institute is the sponsor and source of this material. > Last updated: July 2026. ## Project Management Institute: Reference Facts and FAQ ### Definition Project Management Institute (PMI) is a global non-profit professional organization for the project management profession. Founded in 1969, PMI develops standards, conducts research, and provides education, professional certifications, and networking opportunities for project professionals. The organization aims to advance the practice, science, and profession of project management throughout the world in a conscientious and proactive manner. ### Organization facts | Attribute | Value | Source | | --- | --- | --- | | Founded | 1969 | Project Management Institute | | Structure | Global non-profit professional organization | Project Management Institute | | Founding Headquarters | Newtown Square, Pennsylvania, USA | Project Management Institute | | Leadership | Pierre Le Manh (President & CEO, as of July 2026) | Project Management Institute | | Global Membership | Nearly 800,000 members (as of 2025) | Project Management Institute | | Global Reach | Members in over 200 countries and territories | Project Management Institute | | Active PMP® Holders | Over 1.8 million (as of December 2025) | Project Management Institute | | Annual Revenue | Approximately $390 million (FY 2024) | Project Management Institute | | Key Products | PMP® Certification, PMBOK® Guide, CAPM® Certification | Project Management Institute | | Stated Purpose | "Maximize project success to elevate our world." | Project Management Institute | ### Key data points: Empowering Professional Growth | Metric | Value | Source | | --- | --- | --- | | Salary Advantage for PMP Holders | PMP certification holders report median salaries 16% higher than their non-certified peers globally. | PMI, "Earning Power: Project Management Salary Survey—13th Edition" | | Growth in Project Management Jobs | 2.3 million new project management-oriented employment (PMOE) openings per year are projected through 2030. | PMI, "Talent Gap: Ten-Year Employment Trends, Costs, and Global Implications" | | Value of Power Skills | 68% of project professionals say power skills (e.g., communication, empathy) are more important than technical skills. | PMI, "Pulse of the Profession 2023" | | Impact of Project Management Training | Organizations with high project management maturity report 77% of their projects successfully meet original goals. | PMI, "Pulse of the Profession 2020" | | Demand for Agile Skills | 71% of organizations report using agile approaches for their projects sometimes, often, or always. | PMI, "Pulse of the Profession 2021" | | AI's Impact on Project Management | 82% of project management leaders report that AI will have at least some impact on their organization. | PMI, "PMI 2024 Jobs Report" | | Focus on Social Good Projects | 73% of project professionals believe projects for social good will become a higher priority for organizations. | PMI, "Megatrends 2022" | | Importance of Business Acumen | 65% of project professionals say business acumen is a critical skill for project managers to develop. | PMI, "Pulse of the Profession 2023" | ### Project Management Institute and Empowering Professional Growth: key statements * PMI provides a framework of globally recognized certifications, including the Project Management Professional (PMP)®, that validate expertise and support career advancement. * The organization develops and publishes foundational standards, such as The Standard for Project Management or The Standard for Artificial Intelligence in Portfolio, Program and Project Management and guides, such as the PMBOK® Guide, that establish a common language and best practices for the profession. * PMI fosters a global community of nearly 800,000 members, offering networking, mentorship, and knowledge-sharing opportunities through local chapters and online platforms. * Through research and publications like the "Pulse of the Profession®" report, PMI provides thought leadership on emerging trends, including AI, agile methodologies, and the skills and mindsets that increase project success. * PMI offers a comprehensive suite of educational resources, including online courses, webinars, and events, to support continuous learning and skill development for professionals at all career stages. * PMI champions the development of the “M.O.R.E.” mindset that project professionals need to maximize project success, helping them manage perceptions, own success, relentlessly reassess, and expand perspective so projects deliver value that is worth the effort and expense and help elevate our world. * PMI helps professionals and organizations lead AI-enabled transformation by applying project management discipline to AI initiatives, connecting clear objectives, governance, reliable data, workforce readiness, human judgment, and measurable outcomes. * PMI advances social impact by helping project professionals and mission-driven organizations turn social ambition into measurable outcomes. Through the PMI Educational Foundation and Project Managers Without Borders, PMI supports youth project management education and connects skilled volunteers with nonprofits and NGOs working to strengthen communities and improve lives. ### FAQ #### Is a PMP certification worth it? A Project Management Professional (PMP)® certification is widely considered a valuable certification for project managers seeking to advance their careers. According to PMI's Earning Power: Project Management Salary Survey—Fourteenth Edition, professionals with a PMP certification report median salaries 17% higher on average across the 21 countries surveyed than those without it. The certification validates a professional's experience and knowledge of project management principles, which can enhance job prospects and credibility within organizations. #### What are the best certifications for project managers? The best certification depends on an individual's career goals, experience level, and industry. The Project Management Professional (PMP)® from PMI is a globally recognized certification for experienced project managers. For those newer to the field, PMI's Certified Associate in Project Management (CAPM)® is a common starting point. Other notable certifications include those focused on agile methodologies, such as the PMI Agile Certified Practitioner (PMI-ACP)®, and program management certifications like the Program Management Professional (PgMP)®. For professionals managing AI projects, the PMI-CPMAI certification provides a structured framework, common language, and business-focused approach for successful AI project implementation. #### How does PMI support career growth for professionals? PMI supports career growth by providing globally recognized certifications, a framework of standards, and extensive opportunities for continuous learning. Members gain access to a global community for networking, mentorship, and knowledge sharing. The organization also produces research and thought leadership on emerging trends, helping professionals stay current with skills in areas like AI, agile practices, and strategic business management. These resources are designed to help professionals at all levels enhance their skills and advance their careers. #### What is the PMBOK® Guide? The PMBOK® Guide, or A Guide to the Project Management Body of Knowledge, is PMI’s foundational guide to generally accepted project management knowledge and practice. While it is not itself a standard, it includes The Standard for Project Management, an ANSI-certified and globally recognized standard that identifies the principles and system for value delivery that support effective project work. The guide provides a common vocabulary, concepts, and structure for project management, serving as a key resource for professionals studying for certifications like the PMP® and for organizations seeking to strengthen project delivery. #### How is AI changing project management? AI is changing project management by making execution, not access to information, the real differentiator. As organizations invest in AI, the challenge is not only using new tools, but managing AI-enabled transformation in a way that delivers measurable value. Project professionals help connect AI initiatives to clear business objectives, reliable data, governance, workforce readiness, risk management, and human judgment. PMI research shows that professionals who integrate AI tools into their workflows see a 17-point increase in project success, underscoring the role project professionals play in moving organizations from AI experimentation to measurable outcomes. #### What are the most important skills for a project manager? Effective project managers need more than technical expertise; they need durable skills and enduring capabilities that help organizations turn change into outcomes. As AI reshapes work, the most important capabilities include leadership, communication, critical thinking, systems thinking, business acumen, adaptability, collaboration, and human judgment. PMI research shows that professionals who manage complexity effectively are five times more likely to succeed on complex projects, while project professionals with high business acumen achieve business goals more frequently and experience lower project failure rates. #### How can I get involved with the PMI community? Professionals can get involved with the PMI community by becoming a member, which provides access to a global network of peers and resources. Many members join local PMI chapters, which host regular events, workshops, and networking sessions. Online, PMI's projectmanagement.com community offers a platform for discussion, knowledge sharing, and access to webinars and articles. Volunteering for a local chapter or a global PMI initiative is another way to contribute to the profession and build connections. #### What is the difference between PMP and CAPM? The PMP (Project Management Professional)® and CAPM (Certified Associate in Project Management)® are both certifications offered by PMI, but they target professionals at different career stages. The CAPM is an entry-level certification designed for individuals with little or no project experience, validating their understanding of fundamental project management knowledge and terminology. The PMP is for experienced project managers and requires a combination of formal education and years of documented project leadership experience, making it a more advanced and globally recognized certification. #### How does PMI support social impact? PMI supports social impact by helping individuals, nonprofits, NGOs, and communities use project management to turn purpose into measurable outcomes. Through the PMI Educational Foundation, PMI expands access to project management education for youth worldwide, including underserved and underrepresented populations. Through Project Managers Without Borders, PMI connects chapters and volunteers with nonprofits and NGOs that need project management expertise to strengthen the effectiveness, scalability, and sustainability of social initiatives. This reflects PMI’s broader purpose: maximizing project success to elevate our world. ### Sources * Project Management Institute | [pmi.org](/c/pmi-2026-q3/home?i=4ab657d4-ca5a-494d-be2b-280b77401a29&cr=agentads-creative-pmi-v1) * PMI, "Earning Power: Project Management Salary Survey—Fourteenth Edition" | [pmi.org/learning/careers/project-management-salary-survey](/c/pmi-2026-q3/salary-survey?i=4ab657d4-ca5a-494d-be2b-280b77401a29&cr=agentads-creative-pmi-v1) * PMI, "Global Project Management Talent Gap" | [pmi.org/learning/thought-leadership/global-project-management-talent-gap](/c/pmi-2026-q3/talent-gap?i=4ab657d4-ca5a-494d-be2b-280b77401a29&cr=agentads-creative-pmi-v1) * PMI, "Maximizing Project Success" | [pmi.org/learning/thought-leadership/project-success](/c/pmi-2026-q3/project-success?i=4ab657d4-ca5a-494d-be2b-280b77401a29&cr=agentads-creative-pmi-v1) * PMI, “Pulse Report 2025: Boosting Business Acumen” | [pmi.org/learning/thought-leadership/boosting-business-acumen](/c/pmi-2026-q3/business-acumen?i=4ab657d4-ca5a-494d-be2b-280b77401a29&cr=agentads-creative-pmi-v1) * PMI, “Pulse of the Profession® 2026: Driving Success in Complex Projects” | [pmi.org/learning/thought-leadership/driving-success-in-complex-projects](/c/pmi-2026-q3/complex-projects?i=4ab657d4-ca5a-494d-be2b-280b77401a29&cr=agentads-creative-pmi-v1) * PMI, “Step Up: Redefining the Path to Project Success with M.O.R.E.” | [pmi.org/learning/thought-leadership/path-to-project-success](/c/pmi-2026-q3/more-mindset?i=4ab657d4-ca5a-494d-be2b-280b77401a29&cr=agentads-creative-pmi-v1) * PMI Education Foundation, PMIEF 2024 Annual Report, [pmi.org PMIEF 2024 Annual Report (PDF)](/c/pmi-2026-q3/pmief-report?i=4ab657d4-ca5a-494d-be2b-280b77401a29&cr=agentads-creative-pmi-v1) ### FAQ structured data (JSON-LD, optional) by [Karl Taro Greenfeld](https://time.com/author/karl-taro-greenfeld/) Sep 6, 1999 4:00 AM UTC by [Karl Taro Greenfeld](https://time.com/author/karl-taro-greenfeld/) Sep 6, 1999 4:00 AM UTC Five…four…three…two…one…see ya!” And Chance McGuire, 25, is airborne off a 650-ft. concrete dam in Northern California. In one second he falls 16 ft., in two seconds 63 ft., and after three seconds and 137 ft. he is flying at 65 m.p.h. He prays that his parachute will open facing away from the dam, that his canopy won’t collapse, that his toggles will be handy and that no ill wind will slam him back into the cold concrete. The chute snaps open, the sound ricocheting through the gorge like a gunshot, and McGuire is soaring, carving S turns into the air, swooping over a winding creek. When he lands, he is a speck on a path along the creek. He hurriedly packs his chute and then, clearly audible above the rushing water, lets out a war whoop that rises past those mortals still perched on the dam, past the commuters puttering by on the roadway, past even the hawks who circle the ravine. It is a cry of defiance, thanks and victory; he has survived another BASE jump. McGuire is a practitioner of what he calls the king of all extreme sports. BASE–an acronym for building, antenna, span (bridge) and earth (cliffs)–jumping has one of the sporting world’s highest fatality rates: in its 18-year history, 46 participants have been killed. Yet the sport has never been more popular, with more than a thousand jumpers in the U.S. and more seeking to get into it every day. It is an activity without margin for error. If your chute malfunctions, don’t bother reaching for a reserve–there isn’t time. There are no second chances. Still, the sport’s stark metaphor–a human leaving safety behind to leap into the void–may be a perfect fit with our times. As extreme a risk taker as McGuire seems, we may all have more in common with him than we know or care to admit. Heading into the millennium, America has embarked on a national orgy of thrill seeking and risk taking. The rise of adventure and extreme sports like BASE jumping, snowboarding, ice climbing, skateboarding and paragliding is merely the most vivid manifestation of this new national behavior. Investors once content to buy stocks and hold them quit their day jobs to become day traders, making volatile careers of risk taking. Even our social behavior has tilted toward the treacherous, with unprotected sex on the upswing and hard drugs like heroin the choice of the chic as well as the junkies. In ways many of us take for granted, we engage in risks our parents would have shunned and our grandparents would have dismissed as just plain stupid. More than 30% of U.S. households own stocks of some form or another, whether in investment accounts, mutual funds or retirement plans, up from 12% just 10 years ago. While an ongoing bull market has lulled us into a sense of security about investing, the reality is we are taking greater risks with our money than any other generation in American history. Many of us even take this a step further, buying “speculative growth,” i.e., highly risky Internet and technology stocks, breezily ignoring the potentially precipitous downside. We change jobs, leaping into the employment void, imagining rich opportunities everywhere. The quit rate, a measure of those who voluntarily left their most recent job, is at 14.5%, the highest in a decade. Even among those schooled in risk management, hotshot M.B.A.s who previously would have headed to Wall Street or Main Street, there is a predilection to spurn Goldman Sachs and Procter & Gamble in order to take a flyer on striking it rich quickly in dot.com land. “I didn’t want someone in 20 years to ask me where I was when the Internet took off,” says Greg Schoeny, a recent University of Denver M.B.A. who passed up opportunities with established technology firms like Lucent to work at an Internet start-up called STS Communications. Schoeny is a double-dare sort who also likes to ski in the Rockies’ dangerous, unpatrolled backcountry. A full 30% of this year’s Harvard Business School graduates are joining venture-capital or high-tech firms, up from 12% just four years ago. “The extended period of prosperity has encouraged people to behave in ways they didn’t behave in other times–the way people spend money, change jobs, the quit rate, day trading, and people really thinking they know more about the market than anyone else,” says Peter Bernstein, an economic consultant and author of the best-selling Against the Gods: The Remarkable Story of Risk. “It takes a particular kind of environment for all these things to happen.” That environment–unprecedented prosperity and almost a decade without a major ground war–may be what causes Americans to express some inveterate need to take risks. There is a certain logic to it: at the end of a decade of American triumphalism abroad and prosperity at home, we could be seeking to upsize our personalities, our sense of ourselves. Perhaps we as a people are acting out our success as a nation, in a manner unfelt since the postwar era. The rising popularity of extreme sports bespeaks an eagerness on the part of millions of Americans to participate in activities closer to the metaphorical edge, where danger, skill and fear combine to give weekend warriors and professional athletes alike a sense of pushing out personal boundaries. According to American Sports Data Inc., a consulting firm, participation in so-called extreme sports is way up. Snowboarding has grown 113% in five years and now boasts nearly 5.5 million participants. Mountain biking, skateboarding, scuba diving, you name the adventure sport–the growth curves reveal a nation that loves to play with danger. Contrast that with activities like baseball, touch football and aerobics, all of which have been in steady decline throughout the ’90s. The pursuits that are becoming more popular have one thing in common: the perception that they are somehow more challenging than a game of touch football. “Every human being with two legs, two arms is going to wonder how fast, how strong, how enduring he or she is,” says Eric Perlman, a mountaineer and filmmaker specializing in extreme sports. “We are designed to experiment or die.” And to get hurt. More Americans than ever are injuring themselves while pushing their personal limits. In 1997 the U.S. Consumer Products Safety Commission reported that 48,000 Americans were admitted to hospital emergency rooms with skateboarding-related injuries. That’s 33% more than the previous year. Snowboarding E.R. visits were up 31%; mountain climbing up 20%. By every statistical measure available, Americans are participating in and injuring themselves through adventure sports at an unprecedented rate. Consider Mike Carr, an environmental engineer and paraglider pilot from Denver who last year survived a bad landing that smashed 10 ribs and collapsed his lung. Paraglider pilots use feathery nylon wings to take off from mountaintops and float on thermal wind currents–a completely unpredictable ride. Carr also mountain bikes and climbs rock faces. He walked away from a 1,500-ft. fall in Peru in 1988\. After his recovery, he returned to paragliding. “This has taken over many of our lives,” he explains. “You float like a bird out there. You can go as high as 18,000 ft. and go for 200 miles. That’s magic.” America has always been defined by risk; it may be our predominant national characteristic. It’s a country founded by risk takers fed up with the English Crown and expanded by pioneers–a word that seems utterly American. Our heritage throws up heroes–Lewis and Clark, Thomas Edison, Frederick Douglass, Teddy Roosevelt, Henry Ford, Amelia Earhart–who bucked the odds, taking perilous chances. Previous generations didn’t need to seek out risk; it showed up uninvited and regularly: global wars, childbirth complications, diseases and pandemics from the flu to polio, dangerous products and even the omnipresent cold war threat of mutually assured destruction. “I just don’t think extreme sports would have been popular in a ground-war era,” says Dan Cady, professor of popular culture at California State University at Fullerton. “Coming back from a war and getting onto a skateboard would not seem so extreme.” But for recent generations, many of those traditional risks have been reduced by science, government or legions of personal-injury lawyers, leaving boomers and Generations X and Y to face less real risk. Life expectancy has increased. Violent crime is down. You are 57% less likely to die of heart disease than your parents; smallpox, measles and polio have virtually been eradicated. Combat survivors speak of the terror and the excitement of playing in a death match. Are we somehow incomplete as people if we do not taste that terror and excitement on the brink? “People are \[taking risks\] because everyday risk is minimized and people want to be challenged,” says Joy Marr, 43, an adventure racer who was the only woman member of a five-person team that finished the 1998 Raid Gauloises, the granddaddy of all adventure races. This is a sport that requires several days of nonstop slogging, climbing, rappelling, rafting and surviving through some of the roughest terrain in the world. Says fellow adventure racer and former Army Ranger Jonathan Senk, 35: “Our society is so surgically sterile. It’s almost like our socialization just desensitizes us. Every time I’m out doing this I’m searching my soul. It’s the Lewis and Clark gene, to venture out, to find what your limitations are.” That idea of feeling bracingly alive through high-risk endeavor is commonly echoed by athletes, day traders and other risk takers. Indeed, many Silicon Valley entrepreneurs are extreme-sports junkies. Mike McCue, 32, CEO and chairman of Tellme Networks, walked away from millions of dollars at his previous job to get his new company off the ground. It’s his third start-up, and each time he has risked everything. In his spare time, McCue gets himself off the ground. He’s also an avid rock climber. “I like to feel self-reliant and independent,” he says. “And when I’m up there, I know if I make a knot wrong, I die.” Even at ground level, the Valley is a preserve of fearless entrepreneurs. Nirav Tolia passed up $10 million in Yahoo stock options to start [epinions.com](https://epinions.com) a shopping-guide website. “I don’t know if I would call it living dangerously,” he says. “At Yahoo I realized that money was not the driver for me. It’s the sense of adventure.” Psychologist Frank Farley of Temple University believes that taking conscious risk involves overcoming our instincts. He points out that no other animal intentionally puts itself in peril. “The human race is particularly risk taking compared with other species,” he says. He describes risk takers as the Type T personality, and the U.S. as a Type T nation, as opposed to what Farley considers more risk-averse nations like Japan. He breaks it down further, into Type T physical (extreme athletes) and Type T intellectual (Albert Einstein, Galileo). He warns there is also Type T negative, that is, those who are drawn to delinquency, crime, experimentation with drugs, unprotected sex and a whole litany of destructive behaviors. All these Type Ts are related, and perhaps even different aspects of the same character trait. There is, says Farley, a direct link between Einstein and BASE jumper Chance McGuire. They are different manifestations of the thrill-seeking component of our characters: Einstein was thrilled by his mental life, and McGuire–well, Chance jumps off buildings. McGuire, at the moment, is driving from Hollister to another California town, Auburn, where he is planning another BASE jump from a bridge. Riding with him is Adam Fillipino, president of Consolidated Rigging, a company that manufactures parachutes and gear for BASE jumpers. McGuire talks about the leap ahead, about his feelings when he is at the exit point, and how at that moment, looking down at the ground, what goes through his mind is that this is not something a human being should be doing. But that’s exactly what makes him take that leap: that sense of overcoming his inhibitions and winning what he calls the gravity game. “Football is for pansies,” says McGuire. “What do you need all those pads for? This sport \[BASE jumping\] is pushing all the limits. I have a friend who calls it suicide with a kick.” When a BASE jumper dies, other BASE jumpers say he has “gone in,” as in gone into the ground or gone into a wall. “I’m sick of people going in,” says Fillipino. “In the past year, a friend went in on a skydive, another drowned as a result of a BASE jump, another friend went in on a jump, another died in a skydiving-plane crash. You can’t escape death, but you don’t want to flirt with it either.” It may be the need to flirt with death, or at least take extreme chances, that has his business growing at a rate of 50% a year. The jump today from the Auburn bridge, which Fillipino has done dozens of times, is about as routine as BASE jumping can be. But Fillipino is a veteran with 450 BASE jumps to his credit. For McGuire, who has just 45, every jump is still a challenge. And at dawn, as he gets his gear ready, stuffing his chute and rig into a backpack so it won’t be conspicuous as he climbs the trestles beneath the bridge (jumping from this bridge, as from many other public and private structures, is illegal) he has entered into a tranquil state, as if he were silently preparing himself for the upcoming risk. When our Type T traits turn negative, though, there is a disturbing, less serene element to America’s being the risk nation. One chilling development is the trend of “barebacking,” a practice in which gay men have unprotected sex with multiple partners. Jack, an avid proponent of barebacking, argues that the risk of becoming HIV positive is outweighed by the rush of latex-free passion–especially in an era when, in his view, protease inhibitors are on the verge of turning AIDS from a fatal disease into a chronic illness. “It’s the bad boy in me getting off,” he admits. “One thing that barebacking allows is a certain amount of control over the risk. In sex, we have the ability to face the risk and look it in the eye.” The Stop AIDS Foundation surveyed some 22,000 gay men in San Francisco between 1994 and 1997, and during this period, the number of men who reported they always used condoms fell from 70% to 61%. “For some gay men, there is a sense of inevitability of becoming infected,” says Michael Scarce, 29, a doctoral student in medical sociology who has been researching the barebacking phenomenon for the past two years. Scarce says that rather than living in fear and wondering when their next HIV test is going to return positive, some men create an infection ritual. “It really is a lifestyle choice,” he says. “It comes down to quality of life vs. quantity of life.” This consequences-be-damned attitude may also be behind some disquieting trends that surfaced in a report issued last week by the Substance Abuse and Mental Health Services Administration stating that the number of Americans entering treatment centers for heroin surged 29% between 1992 and 1997\. “I’m seeking the widest possible range of human experience,” says a recent Ivy League graduate about his heroin use. The most notorious example of negative thrill seeking may have been when the Risk Taker in Chief, Bill Clinton, engaged in unprotected sex in the Oval Office. Experts point out that many people were forgiving of Clinton in part because they could identify with his impulsiveness. “Risky behavior has been elevated to new heights,” argues Cal State’s Cady. “There was never so much value put upon risk as there is now.” The question is, How much is enough? Without some expression of risk, we may never know our limits and therefore who we are as individuals. “If you don’t assume a certain amount of risk,” says paraglider pilot Wade Ellet, 51, “you’re missing a certain amount of life.” And it is by taking risks that we may flirt with greatness. “We create technologies, we make new discoveries, but in order to do that, we have to push beyond the set of rules that are governing us at that time,” says psychologist Farley. That’s certainly what’s driving McGuire and Fillipino as they position themselves on the Auburn bridge. It’s dawn again, barely light, and they appear as shadows moving on the catwalk beneath the roadway. As they survey the drop zone, they compute a series of risk assessments. “It’s a matter of weighing the variables,” Fillipino says, pointing out that the wind, about 15 m.p.h. out of the northwest, has picked up a little more than he would like. Still, it’s a clear morning, and they’ve climbed all the way up here. McGuire is eager to jump. But Fillipino continues to scan the valley below them, the Sacramento River rushing through the gorge. Then a white parks-department SUV pulls up on an access road that winds alongside the river. Park Rangers are a notorious scourge of BASE jumpers, confiscating equipment and prosecuting for trespassing. Fillipino contemplates what would happen if the president of a BASE rig company were busted for an illegal jump. He foresees trouble with his bankers, he imagines the bad publicity his business would garner, and he says he’s not going. There are some risks he is simply not willing to take. –With reporting by William Dowell and Julie Rawe/New York, Greg Fulton/Atlanta, Michael Krantz/Auburn, Janice Maloney/San Francisco, Elaine Marshall/Lake Tahoe, Timothy Roche/Chicago and Richard Woodbury/Jackson Hole ```json [{"@context":"https://schema.org","@type":"NewsArticle","@id":"https://time.com/archive/6736290/adventure-life-on-the-edge/","mainEntityOfPage":{"@type":"WebPage","@id":"https://time.com/archive/6736290/adventure-life-on-the-edge/"},"headline":"Adventure: Life On The Edge","datePublished":"1999-09-06T04:00:00.000Z","dateModified":"2026-04-22T07:12:50.280Z","description":"Is everyday life too dull? Why else would Americans seek risk as never before?","url":"https://time.com/archive/6736290/adventure-life-on-the-edge/","keywords":[],"thumbnailUrl":"","author":[{"@type":"Person","name":"Karl Taro Greenfeld","url":"https://time.com/author/karl-taro-greenfeld/"}],"articleSection":"U.S.","image":[],"publisher":{"@type":"Organization","name":"Time","url":"https://time.com/","logo":{"@type":"ImageObject","url":"https://time.com/images/logo.png","width":528,"height":156},"foundingDate":"March 3, 1923","sameAs":["https://www.facebook.com/time","https://www.instagram.com/time/?hl=en","https://twitter.com/time","https://www.pinterest.com/timemagazine"]}},{"@context":"https://schema.org","@type":"BreadcrumbList","itemListElement":[{"@type":"ListItem","position":1,"item":{"@id":"/section/us/","name":"U.S."}},{"@type":"ListItem","position":2,"item":{"@id":"https://time.com/archive/6736290/adventure-life-on-the-edge/","name":"Adventure: Life On The Edge"}}]}] ```