Being Made Redundant Quotes

That’s what the history books say . . . but history books are written by the victors. The official history of emotion research, from Darwin to James to behaviorism to salvation, is a byproduct of the classical view. In reality, the alleged dark ages included an outpouring of research demonstrating that emotion essences don’t exist. Yes, the same kind of counterevidence that we saw in chapter 1 was discovered seventy years earlier . . . and then forgotten. As a result, massive amounts of time and money are being wasted today in a redundant search for fingerprints of emotion.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

I’m sure there’ll be new new jobs for horses that we haven’t yet imagined. That’s what’s always happened before, like with the invention of the wheel and the plow.” Alas, those not-yet-imagined new jobs for horses never arrived. No-longer-needed horses were slaughtered and not replaced, causing the U.S. equine population to collapse from about 26 million in 1915 to about 3 million in 1960.55 As mechanical muscles made horses redundant, will mechanical minds do the same to humans?

For the first time in his life, it occurred to Benjy that being mounted was a humiliation. He understood why others did it and he would certainly have mounted any other dog weaker than himself, but this new feeling of shame, changed him. He began to think about it. For instance, it occurred to him on day while Frick was atop him that if the point were to demonstrate that one had the power to mount another, the point did not need to be made over and over. The point being made once or twice, it became obvious or redundant, a mere reflex to which smaller dogs like himself were forced to submit. He submitted without resistance, accepting his place in the echelon. After all, he believed with all his soul that the social order was the most important thing. And yet…

solidarity is now broken, and every worker is alone, facing the blackmail of merit, the humiliation of failure, the threat of being made redundant. What follows is a sense of guilt, anxiety and reciprocal resentment for the perceived mutual inability to help each other, to build solidarity. This is how the heavy architecture of shared depression is built.

Oh, on the stranger-than-fiction front…Actually nothing is stranger than fiction. You may well have ‘troubling dreams’, these days, but you’re not going to wake up ‘transformed into a gigantic insect’. And such lines as no writer could invent a character more outlandish than our would-be president and our would-be president has made satire redundant are almost touchingly naive. One thing literature can do, and has always done and will always go on doing (with no particular exertion), is conjure up characters stranger than Trump. As for satire: while turning him into art, would Swift, Pope, Dickens, Evelyn Waugh, or Don DeLillo, say, feel that there was nothing to add?

Amen,’ I say, a second after everyone else. Now that I’m unemployed, I could do with some money—Oh, no. What would Alex make of me being unemployed? Well, I was made redundant. I’m sure he’ll understand.

The other major oil industry suppliers were similarly weary, trying to shore up earnings by slashing jobs, trimming project costs, and squeezing their own customers and suppliers wherever they could. (The wildcatters had it worse: many of the mom-and-pop operators of the American oil patch started to file for bankruptcy.) One year later, GE would merge its oil and gas unit into the oil-field giant Baker Hughes, keeping for itself a more than 50 percent stake in the company and spinning out a new public company to be run by Simonelli, under GE’s control. The transaction eased GE’s exposure to the ongoing oil rout and gave the new company, dubbed “Baker Hughes, a GE company,” vast new areas of redundant employees and operations to eliminate. With Baker Hughes, GE changed its tone a bit. The deal was transformational, but in which intended direction wasn’t made clear. GE execs like Bornstein would proclaim that the deal gave them “optionality,” but the reality was that investors were left in the dark on the strategy: Was GE doubling down on oil? Or was it preparing to exit the industry? The idea of holding such a long-term option was nice, but the game pieces in the positioning were people, and those who didn’t leave their job had no idea where the future of the company might be. The new arrangement didn’t spare Lufkin. The historic foundry was closed. The city’s annual financial report now just shows a blank line when listing the company’s employment tally, evidence of the more than four thousand jobs that evaporated after GE came to town. Between two Mondays—the day GE announced it was coming to Lufkin and the day the company said it would move on, leaving a shuttered foundry at the center of town—just 868 days had passed.

To many intellectuals such as Celsus, the whole idea of a ‘Creation myth’ was not only implausible but redundant. During this period in Rome, a popular and influential philosophical theory offered an alternative view. This theory – an Epicurean one – stated that everything in the world was made not by any divine being but by the collision and combination of atoms. According to this school of thought, these particles were invisible to the naked eye but they had their own structure and could not be cut (temno) into any smaller particles: they were a-temnos – ‘the uncuttable thing’: the atom. Everything that you see or feel, these materialists argued, was made up of two things: atoms and space ‘in which these bodies are and through which they move this way and that’. Even living creatures were made from them: humans were, as one (hostile) author summarized, not made by God but were instead nothing more than ‘a haphazard union of elements’. The distinct species of animals were explained by a form of proto-Darwinism. As the Roman poet and atomist Lucretius wrote, nature put forth many species. Those that had useful characteristics – the fox and its cunning, say, or the dog and its intelligence – survived, thrived and reproduced. Those creatures that lacked these ‘lay at the mercy of others for prey and profit . . . until nature brought that race to destruction’.

And then one day the river dried up: their shared world of imagination ceased, and the reason was that one of them – I can’t even recall which one it was – stopped believing in it. In other words, it was nobody’s fault; but all the same it was brought home to me how much of what was beautiful in their lives was the result of a shared vision of things that strictly speaking could not have been said to exist. I suppose, I said, it is one definition of love, the belief in something that only the two of you can see, and in this case it proved to be an impermanent basis for living. Without their shared story, the two children began to argue, and where their playing had taken them away from the world, making them unreachable sometimes for hours at a time, their arguments brought them constantly back to it. They would come to me or to their father, seeking intervention and justice; they began to set greater store by facts, by what had been done and said, and to build the case for themselves and against one another. It was hard, I said, not to see this transposition from love to factuality as the mirror of other things that were happening in our household at the time. What was striking was the sheer negative capability of their former intimacy: it was as though everything that had been inside was moved outside, piece by piece, like furniture being taken out of a house and put on the pavement. There seemed to be so much of it, because what had been invisible was now visible; what had been useful was now redundant. Their antagonism was in exact proportion to their former harmony, but where the harmony had been timeless and weightless, the antagonism occupied space and time. The intangible became solid, the visionary was embodied, the private became public: when peace becomes war, when love turns to hatred, something is born into the world, a force of pure mortality. If love is what is held to make us immortal, hatred is the reverse. And what is astonishing is how much detail it gathers to itself, so that nothing remains untouched by it. They were struggling to free themselves from one another, yet the very last thing they could do was leave one another alone. They fought over everything, disputed ownership of the most inconsequential item, were enraged by the merest nuance of speech, and when finally they were maddened by detail they erupted into physical violence, hitting and scratching one another; which of course returned them to the madness of detail again, because physical violence entails the long-drawn-out processes of justice and the law. The story of who had done what to whom had to be told, and the matters of guilt and punishment established, though this never satisfied them either; in fact it made things worse, because it seemed to promise a resolution that never came. The more its intricacies were specified, the bigger and realer their argument grew. Each of them wanted more than anything to be declared right, and the other wrong, but it was impossible to assign blame entirely to either of them. And I realised eventually, I said, that it could never be resolved, not so long as the aim was to establish the truth, for there was no single truth any more, that was the point. There was no longer a shared vision, a shared reality even. Each of them saw things now solely from his own perspective: there was only point of view.