Broken Lenses Quotes

We who mourn carry vision the world needs. Through the lenses of tears, we can truly see.24 Something is broken that God will make whole.

On September 16, in defiance of the cease-fire, Ariel Sharon’s army circled the refugee camps of Sabra and Shatila, where Fatima and Falasteen slept defenselessly without Yousef. Israeli soldiers set up checkpoints, barring the exit of refugees, and allowed their Lebanese Phalange allies into the camp. Israeli soldiers, perched on rooftops, watched through their binoculars during the day and at night lit the sky with flares to guide the path of the Phalange, who went from shelter to shelter in the refugee camps. Two days later, the first western journalists entered the camp and bore witness. Robert Fisk wrote of it in Pity the Nation: They were everywhere, in the road, the laneways, in the back yards and broken rooms, beneath crumpled masonry and across the top of garbage tips. When we had seen a hundred bodies, we stopped counting. Down every alleyway, there were corpses—women, young men, babies and grandparents—lying together in lazy and terrible profusion where they had been knifed or machine-gunned to death. Each corridor through the rubble produced more bodies. The patients at the Palestinian hospital had disappeared after gunmen ordered the doctors to leave. Everywhere, we found signs of hastily dug mass graves. Even while we were there, amid the evidence of such savagery, we could see the Israelis watching us. From the top of the tower block to the west, we could see them staring at us through field-glasses, scanning back and forth across the streets of corpses, the lenses of the binoculars sometimes flashing in the sun as their gaze ranged through the camp. Loren Jenkins [of the Washington Post] cursed a lot. Jenkins immediately realized that the Israeli defense minister would have to bear some responsibility for this horror. “Sharon!” he shouted. “That fucker [Ariel] Sharon! This is Deir Yassin all over again.

Adding social structural analysis to medical and public health education would move toward a more realistic and balanced version of the biopsychosocial model already explicitly claimed in contemporary health-professional training. More important, this would provide future physicians and public health professionals with the lenses to recognize the societal critiques available in sicknesses and their distributions. With such an awareness of the structurally violent social context of disease, health professionals could move effectively toward acknowledging, treating, and preventing suffering.

He had a gray face. As his sullen eyes, sunken into the shallow holes formed from years of suffering stared at me, from behind the dark lenses, I could feel myself being penetrated. Not in my pussy - though it was wet, stirred by the violent tension - I was being penetrated by his gaze. The gray faced one was fucking me with his mind, and the feeling of abject violation was grotesque. Despite my arousal, I could not deal with the unwanted intrusion on my personhood. I smiled, and gently led him by hand into the kitchen. The wallpaper was floral, in varying shades of orange and light brown. I gently guided one of his hands, to the moist slit between my legs, and I could feel his glee as it slid inside. And at that moment, I hit the switch. His other hand was completely shredded to bits of bone and flesh by the garbage disposal, spurting blood like a broken pipeline, an unstoppable wave of red. He died with 2 fingers inside me.

Christian art understands that images are important partly because they can generate compassion, the fragile quality which enables the boundaries of our egos to dissolve, helps us to recognize ourselves in the experiences of strangers and can make their pain matter to us as much as our own. Art has a role to play in this manoeuvre of the mind upon which, not coincidentally, civilization itself is founded, because the unsympathetic assessments we make of others are usually the result of nothing more sinister than our habit of looking at them in the wrong way, through lenses clouded by distraction, exhaustion and fear, which blind us to the fact that they are really, despite a thousand differences, just altered versions of ourselves: fellow fragile, uncertain, flawed beings likewise craving love and in urgent need of forgiveness. As if to reinforce the idea that to be human is, above all else, to partake in a common vulnerability to misfortune, disease and violence, Christian art returns us relentlessly to the flesh, whether in the form of the infant Jesus’s plump cheeks or of the taut, broken skin over his ribcage in his final hours. The message is clear: even if we do not bleed to death on a cross, simply by virtue of being human we will each of us suffer our share of agony and indignity, each face appalling, intractable realities which may nevertheless kindle in us feelings of mutuality. Christianity hints that if our bodies were immune to pain or decay, we would be monsters.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

The short-barrel MP9 submachine gun released a cluster of silenced rounds that ran up Novakovich’s body, some of the bullets sparking off the case of the hard drive. Novakovich cried out and crumpled backward with a crash. The gunman pivoted sharply at the corner of the passage and turned the muzzle of the MP9 toward Marc. His night vision goggles would easily render the space visible, and there was no cover at all. Marc took the offensive and attacked as the weapon came toward him. With the Glock in his fist, he brought the heavy butt of the pistol across, smashing it into the lenses of the gunman’s NVG rig with such violence that broken shards were driven into the shooter’s cheek and eyes. The gunman jerked the MP9’s trigger, but the shots went wide, chugging into the wall and the ceiling of the corridor as the magazine emptied

I had a conversation with a legislator that went something like this: “I don’t believe we can make judgments about the effectiveness of a teacher based only on test scores,” he said. “I don’t believe we should, either,” I responded. “We should look at teacher effectiveness through a variety of lenses. However, I think it’s critical that student achievement growth is a significant one of those factors.” He looked at me skeptically. So I continued: “When I came to Washington, D.C., public schools, eight percent of the eighth graders in the city’s schools were on grade level in mathematics. Eight percent! That means ninety-two percent of our kids did not have the skills and knowledge necessary to be productive members of society.” I told him that when I looked at the evaluations of the adults in the system at the same time, it turned out that 98 percent of teachers were being rated as doing a good job. How can you possibly have that kind of a disconnect? And I asked, “How can you have a functional organization in which all of your employees believe they’re doing a great job, but what they’re producing is 8 percent success?” “Well, that’s not the teacher’s fault,” the legislator said. “Exactly,” I said. “The teachers weren’t the ones who created this broken and bureaucratic system. They know the evaluation system isn’t good. They also know it needs to change.” “But I still don’t think we should look at test scores,” the legislator continued. “It just isn’t fair.” “Let me ask you a question,” I said. “Do you have children?” “Yes,” he said. “I have a daughter who is going into the fourth grade.” “Okay,” I said. “Let’s say that there are two fourth-grade teachers in your daughter’s school. You find out that for the last five years, students in one of the classes have consistently scored in the bottom five percent of the state on standardized test score. The other’s students have consistently scored in the top five percent of the state on the same test. What would you do?” “I’d make sure she was in the classroom of the person who had the high test scores,” he answered—without a hint of irony to his response. “What?” I responded. “But how could you do that? You made that decision solely on the basis of test scores! You didn’t even go into their classrooms!” He stared at me for a moment, confused. Then he smiled and said, “Okay, you got me.” “My point is that student academic achievement does matter,” I said. “It shouldn’t be everything. I think it’s important to consider a broad range of factors in a teacher’s evaluation. But how much students learn has to be a major piece of it.