Business Methods Quotes

when the fierce, burning winds blow over our lives-and we cannot prevent them-let us, too, accept the inevitable. And then get busy and pick up the pieces.

The crucial part of running any kind of successful business is to keep an eye on your competitors, watch what they’re doing right and what they’re doing wrong.

Never underestimate your substitute products. They can replace you if you take them lightly.

Inevitably we find ourselves tackling too many things at the same time, spreading our focus so thin that nothing gets the attention it deserves. This is commonly referred to as "being busy." Being busy, however, is not the same thing as being productive.

The business and method of mysticism is love.

I want to pause here and talk about this notion of consensus, and the rise of what has been called consensus science. I regard consensus science as an extremely pernicious development that ought to be stopped cold in its tracks. Historically, the claim of consensus has been the first refuge of scoundrels; it is a way to avoid debate by claiming that the matter is already settled. Whenever you hear the consensus of scientists agrees on something or other, reach for your wallet, because you're being had. Let's be clear: the work of science has nothing whatever to do with consensus. Consensus is the business of politics. Science, on the contrary, requires only one investigator who happens to be right, which means that he or she has results that are verifiable by reference to the real world. In science consensus is irrelevant. What is relevant is reproducible results. The greatest scientists in history are great precisely because they broke with the consensus. There is no such thing as consensus science. If it's consensus, it isn't science. If it's science, it isn't consensus. Period.

That the most excellent method he had found of going to GOD, was that of doing our common business without any view of pleasing men, [Gal. i. 10; Eph. vi. 5, 6.] and (as far as we are capable) purely for the love of GOD.

Okay, so either (a) I just teleported somewhere else entirely (b) they can fold space like no one's business or (c) they are simply ignoring all the rules.

This is one of the most important lessons of the scientific method: if you cannot fail, you cannot learn.

About last night, I told Drew to keep his hands off you." "Why would you do that?" "Because everyone talks shit about you because of it. But its not my business, so I'm sorry." "And he agreed?" "Not without persuasion." "What kind of methods do you have that would work on drew?" "I lied. I told him you were mine." (...) "Just so you know, you didn't lie.

The most practical of all methods for controlling the mind is the habit of keeping it busy with a definite purpose, backed by a definite plan." And "A man whose mind is filled with fear not only destroys his own chances of intelligent action, but he transmits these destructive vibrations to the minds of all who come in contact with him, and destroys, also, their chances.

Our government, National and State, must be freed from the sinister influence or control of special interests. Exactly as the special interests of cotton and slavery threatened our political integrity before the Civil War, so now the great special business interests too often control and corrupt the men and methods of government for their own profit. We must drive the special interests out of politics.

This education has reduced us to a nation of morons; we were strangers to our own culture and camp followers of another culture, feeding on leavings and garbage . . . What about our own roots? . . . I am up against the system, the whole method and approach of a system of education which makes us morons, cultural morons, but efficient clerks for all your business and administration offices.

You couldn't changed history. But you could get it right to start with. Do something differently the FIRST time around. This whole business with seeking Slytherin's secrets... seemed an awful lot like the sort of thing where, years later, you would look back and say, 'And THAT was where it all started to go wrong.' And he would wish desperately for the ability to fall back through time and make a different choice. Wish granted. Now what?

Mr. Malfoy is new to the business of having ideas, and so when he has one, he becomes proud of himself for having it. He has not yet had enough ideas to unflinchingly discard those that are beautiful in some aspects and impractical in others; he has not yet acquired confidence in his own ability to think of better ideas as he requires them. What we are seeing here is not Mr. Malfoy's best idea, I fear, but rather his only idea.

My space chums think reality was once a primitive method of crowd control that got out of hand. In my view, it’s absurdity dressed up in a three-piece business suit.

In business, qualitative measurements and quantitative measurements are equally important.

When we're talking about businesses adapting to change, it's not just about the processes and systems but also about people and their ability to practice new relationships, methods and behaviors.

For most of us, “being busy” is code for being functionally overwhelmed.

Change Management provides strategies, tools, and methods that equip an organization to achieve a desired future state.

Intellectual Property Rights can be used at scale as a method of achieving collective goals.

Of the not very many ways known of shedding one's body, falling, falling, falling is the supreme method, but you have to select your sill or ledge very carefully so as not to hurt yourself or others. Jumping from a high bridge is not recommended even if you cannot swim, for wind and water abound in weird contingencies, and tragedy ought not to culminate in a record dive or a policeman's promotion. If you rent a cell in the luminous waffle, room 1915 or 1959, in a tall business centre hotel browing the star dust, and pull up the window, and gently - not fall, not jump - but roll out as you should for air comfort, there is always the chance of knocking clean through into your own hell a pacific noctambulator walking his dog; in this respect a back room might be safer, especially if giving on the roof of an old tenacious normal house far below where a cat may be trusted to flash out of the way. Another popular take-off is a mountaintop with a sheer drop of say 500 meters but you must find it, because you will be surprised how easy it is to miscalculate your deflection offset, and have some hidden projection, some fool of a crag, rush forth to catch you, causing you to bounce off it into the brush, thwarted, mangled and unnecessarily alive. The ideal drop is from an aircraft, your muscles relaxed, your pilot puzzled, your packed parachute shuffled off, cast off, shrugged off - farewell, shootka (little chute)! Down you go, but all the while you feel suspended and buoyed as you somersault in slow motion like a somnolent tumbler pigeon, and sprawl supine on the eiderdown of the air, or lazily turn to embrace your pillow, enjoying every last instant of soft, deep, death-padded life, with the earth's green seesaw now above, now below, and the voluptuous crucifixion, as you stretch yourself in the growing rush, in the nearing swish, and then your loved body's obliteration in the Lap of the Lord.

At Mayflower-Plymouth, we approach Asset Management from a network and systems perspective as opposed to from just an entity perspective. We learn from nature and we look at how the mycorrhiza network is a manager of Capital and an allocator of Capital, both a means and a method - and we try to operate in the same way.

Hold childhood in reverence, and do not be in any hurry to judge it for good or ill. Leave exceptional cases to show themselves, let their qualities be tested and confirmed, before special methods are adopted. Give nature time to work before you take over her business, lest you interfere with her dealings. You assert that you know the value of time and are afraid to waste it. You fail to perceive that it is a greater waste of time to use it ill than to do nothing, and that a child ill taught is further from virtue than a child who has learnt nothing at all. You are afraid to see him spending his early years doing nothing. What! is it nothing to be happy, nothing to run and jump all day? He will never be so busy again all his life long. Plato, in his Republic, which is considered so stern, teaches the children only through festivals, games, songs, and amusements. It seems as if he had accomplished his purpose when he had taught them to be happy; and Seneca, speaking of the Roman lads in olden days, says, "They were always on their feet, they were never taught anything which kept them sitting." Were they any the worse for it in manhood? Do not be afraid, therefore, of this so-called idleness. What would you think of a man who refused to sleep lest he should waste part of his life? You would say, "He is mad; he is not enjoying his life, he is robbing himself of part of it; to avoid sleep he is hastening his death." Remember that these two cases are alike, and that childhood is the sleep of reason. The apparent ease with which children learn is their ruin. You fail to see that this very facility proves that they are not learning. Their shining, polished brain reflects, as in a mirror, the things you show them, but nothing sinks in. The child remembers the words and the ideas are reflected back; his hearers understand them, but to him they are meaningless. Although memory and reason are wholly different faculties, the one does not really develop apart from the other. Before the age of reason the child receives images, not ideas; and there is this difference between them: images are merely the pictures of external objects, while ideas are notions about those objects determined by their relations.

Don't cheapen the product; don't cheapen the wage; don't overcharge the public. Put brains into the method, and more brains, and still more brains—do things better than ever before; and by this means all parties to business are served and benefited.

Dream jobs are more often created than found , so they’re rarely attainable through conventional searches. Creating one requires strong self-knowledge.

If you [can realise Brahman] by standing on your head, or on one foot, or by worshipping five thousand gods with three heads each — welcome to it! ... Do it any way you can! Nobody has any right to say anything. Therefore, Krishna says, if your method is better and higher, you have no business to say that another man’s method is bad, however wicked you may think it.

The lack of transparency regarding training data sources and the methods used can be problematic. For example, algorithmic filtering of training data can skew representations in subtle ways. Attempts to remove overt toxicity by keyword filtering can disproportionately exclude positive portrayals of marginalized groups. Responsible data curation requires first acknowledging and then addressing these complex tradeoffs through input from impacted communities.

Aside from helping people with their homework, or anything else they needed, she really didn't know how to meet people. She didn't feel like she was a shy person. She thought of herself as a take-charge sort of girl. And yet, somehow, if there wasn't some request along the lines of "I can't remember how to do long division" then it was just too awkward to go up to someone and say... what? She'd never been able to figure out what. And there didn't seem to be a standard information sheet, which was ridiculous. The whole business of meeting people had never seemed sensible to her. Why did she have to take all the responsibility herself when there were two people involved? Why didn't adults ever help? She wished some other girl would just walk up to her and say, "Hermione, the teacher told me to be friends with you".

Exposition is a mode of thought, a method of learning, and a means of expression. Almost all of the characteristics we associate with mature discourse were amplified by typography, which has the strongest possible bias toward exposition: a sophisticated ability to think conceptually, deductively and sequentially; a high valuation of reason and order; an abhorrence of contradiction; a large capacity for detachment and objectivity; and a tolerance for delayed response.

And Bram?" Panic punched me in the chest. So far today she'd been willing to touch me, laugh with me, confide in me, and now she was wondering if Chas shouldn't go out with me? Had I misread something somewhere? Chas shook her head and grinned. "Nah. Bram's too busy waiting." "Waiting?" Nora didn't take her eyes from me. Maybe she wanted me to answer. "For the right girl," I said curtly. "And he has very specific physical preferences," Chas said. I grabbed her wrist and squeezed. She'd better not. She did. "For some reason, he is terribly attracted to black hair. Tom's a leg man, himself...attached, unattached, doesn't really mtter. But Bram likes the hair." With all the various methods of Chastity Disposal flying through my imagination-should I just shoot her, or should I open her skull and puree her brains with a motorized mixer, or perhaps set her on fire?-It took me a minute to notice me a very shy smile. I dropped Chas's wrist. I almost dropped my machete. Nora looked away and moved a few steps in front of us, leaping into the grass to flatten it for herself as she went. "I win," Chas whispered. "Smoke all you want," I whispered back.

Over the past century, researchers have studied business entrepreneurs extensively.. In contrast, social entrepreneurs have received little attention. Historically, they have been cast as humanitarians or saints, and stories of their work have been passed down more in the form of children's tales than case studies. While the stories may inspire, they fail to make social entrepreneurs' methods comprehensible. One can analyze an entrepreneur, but how does one analyze a saint?

every work center is made up of four things: the machine, the man, the method, and the measures.

When you see recurring problems, the methods you’ve used successfully in the past have to be reevaluated.

H. Nelson Jackson said, “I do not believe you can do today’s job with yesterday’s methods and be in business tomorrow.

The only hope for social networking sites from a business point of view is for a magic formula to appear in which some method of violating privacy and dignity becomes acceptable.

He bought an existing business with a well-defined business model and one with a long history of operations that he could analyze. This is waaaaaaaay less risky than doing a startup.

Mr. Walsh?” a woman’s voice said. “Can I get a comment, Mr. Walsh?” “That’s not about me, is it?” I said. “No, my client. He’s on trial for killing his business partner and dissolving him in quicklime. Which is ridiculous.” “Uh-huh.” “It is. Anyone in my client’s line of work knows that quicklime is a very poor solvent. Chemical hydrolysis is the method of choice these days.

I am up against the system, the whole method & approach of a system of education which makes us morons, cultural morons, but efficient clerks for all your business and administrative offices. This education had reduced us to a nation of morons; we were strangers to our own culture and camp followers of another culture, feeding on leavings & garbage...

For why is gambling a whit worse than any other method of acquiring money? How, for instance, is it worse than trade? True, out of a hundred persons, only one can win; yet what business is that of yours or of mine?

Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively. According to the New York Times, the average person’s daily consumption of information now adds up to a remarkable 34 gigabytes.1 A separate study cited by the Times estimates that we consume the equivalent of 174 full newspapers’ worth of content each and every day, five times higher than in 1986.2 Instead of empowering us, this deluge of information often overwhelms us. Information Overload has become Information Exhaustion, taxing our mental resources and leaving us constantly anxious that we’re forgetting something.

Companies should not gamble with leverage. Companies shouldn't gamble on borrowed money. If a company is going to borrow and leverage other peoples money, it should be going toward something profitable, stable and safe. Executives can't predict the future with any certainty, but they can do their research and due diligence. And they can be methodical and strategic as opposed to reckless.

Denis Eady was the son of Michael Eady, the ambitious Irish grocer, whose suppleness and effrontery had given Starkfield its first notion of "smart" business methods, and whose new brick store testified to the success of the attempt. His son seemed likely to follow in his steps, and was meanwhile applying the same arts to the conquest of the Starkfield maidenhood. Hitherto Ethan Frome had been content to think him a mean fellow; but now he positively invited a horse-whipping.

It is often difficult, I find, for people today to grasp the notion that one family, working through several restaurants could change the eating habit of an entire country. But such was the achievement of the Delmonicos in the United States of the last century. Before they opened their first small cafe on William Street in 1823, catering to the business and financial communities of Lower Manhattan, American food could generally be described as things boiled or fried whose purpose was to sustain hard work and hold down alcohol - usually bad alcohol. The Delmonicos, though Swiss, had brought the French method to America, and each generation of their family refined an expanded the experience ... The craving for first-rate dining became a kind of national fever in the latter decades of the century - and Delmonico's was responsible.

Because your culture is how your company makes decisions when you’re not there. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake.

it's amazing how many professional possibilities appear when you use value and purpose - rather than skills - as starting point for reinventing your career

You cannot have a great business without creating one great, positive reaction after another.

Successful prospecting depends on selecting methods that you can effectively navigate. If something makes you uncomfortable, please don't do it.

If we treat Socrates as an internalized feature of the mind, then this is its first and constant order of business: uprooting false conceits of knowledge.

The rush of our busy lives can quietly carve out a gulf separating our actions from our beliefs.

If we had borrowed we should not have been under the necessity of finding methods to cheapen production.

One must always proceed with method. I made an error of judgment asking you that question. Toeach man his own knowledge. You could tell me the details of the patient's physical appearance- nothing there would escape you. If I wanted information about the papers on the desk, Mr. Raymond would have noticed anything there was to see. To find out about the fire, I must ask the man whose business is to observe such things. - Detective Hercule Poirot to Doctor Sheppard

How can man know himself? It is a dark, mysterious business: if a hare has seven skins, a man may skin himself seventy times seven times without being able to say, “Now that is truly you; that is no longer your outside.” It is also an agonizing, hazardous undertaking thus to dig into oneself, to climb down toughly and directly into the tunnels of one’s being. How easy it is thereby to give oneself such injuries as no doctor can heal. Moreover, why should it even be necessary given that everything bears witness to our being — our friendships and animosities, our glances and handshakes, our memories and all that we forget, our books as well as our pens. For the most important inquiry, however, there is a method. Let the young soul survey its own life with a view of the following question: “What have you truly loved thus far? What has ever uplifted your soul, what has dominated and delighted it at the same time?” Assemble these revered objects in a row before you and perhaps they will reveal a law by their nature and their order: the fundamental law of your very self. Compare these objects, see how they complement, enlarge, outdo, transfigure one another; how they form a ladder on whose steps you have been climbing up to yourself so far; for your true self does not lie buried deep within you, but rather rises immeasurably high above you, or at least above what you commonly take to be your I.

When you know what you want and you want it badly enough, you’ll find a way to get it. The answers, methods, and solutions you need to solve the problems along the way will be revealed to you.

The problem with problem-solving methods, which all business methodologies are, is that they are abstractions, but the world is not abstract. Real work contains hard parts that no method can dictate for you. No method can capture how and when to abandon the method or tweak it; only a team and its leader can do that. And for a team to do that successfully, they need to trust each other.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.

True adventurers have never been plentiful. They who are set down in print as such have been mostly business men with newly invented methods. They have been out after the things they wanted - golden fleeces, holy grails, lady loves, treasures, crowns, and fame. The true adventurer goes forth aimless and uncalculating to meet and greet unknown fate. A fine example was the Prodigal Sob - when he started back home.

The referral is the easiest prospect in the world to sell. Ask any professional who hates selling (accountants, architects, lawyers) -- they'll tell you that 100% of their new business comes from referrals. That's because they're not capable of making sales calls and rely on the fall-in-your-lap method of selling.

As to methods, there may be a million and then some, but principles are few. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble.

Loan covenants are agreements outlining specific conditions the borrower must meet during the loan term. If you’re an entrepreneur obtaining a business loan, you really need to think methodically about the loan covenant.

Stone's Rule #28 Never hold a meeting unless you know what result you want out of the meeting. In both politics and business, the amount of labor and time wasted in meetings is huge. It never ceases to shock me when I attend a meeting out to find out halfway into it that the organizers have no agenda and, by the end of it, have reached resolution on absolutely nothing. A strong leader meticulously plans and methodically orchestrates meetings in order to achieve a desired result, or he doesn't hold them.

how the now-ubiquitous humble shopping cart was invented and adopted eighty years ago. Sylvan Goldman, a grocery store owner from Oklahoma, noticed that when his customers’ baskets became too heavy or too full, people stopped shopping. Clearly their problem was his problem, too. He began to think of ways to improve the experience for his customers. In 1936 he came up with the idea of a basket carrier on wheels.

The Mississippi River carries the mud of thirty states and two provinces 2,000 miles south to the delta and deposits 500 million tons of it there every year. The business of the Mississippi, which it will accomplish in time, is methodically to transport all of Illinois to the Gulf of Mexico.

We humans don’t like uncertainty, so we are attracted to those who offer clarity and simple answers, even if the answers are wrong or incomplete. Master Persuaders can thrive in chaotic environments by offering the clarity people crave. And if an environment is not chaotic already, a skilled persuader who understands both social media and the news business can easily stir the pot to create an advantage through chaos. Candidate Trump was a champion of this method.

Investors look at economic fundamentals; traders look at each other; ‘quants’ look at the data. Dealing on the basis of historic price series was once described as technical analysis, or chartism (and there are chartists still). These savants identify visual patterns in charts of price data, often favouring them with arresting names such as ‘head and shoulders’ or ‘double bottoms’. This is pseudo-scientific bunk, the financial equivalent of astrology. But more sophisticated quantitative methods have since proved profitable for some since the 1970s’ creation of derivative markets and the related mathematics. Profitable

Don't worry about whether God is saying 'Yes' or 'No' to your (prayer) request. Don't be downcast when the answer is not in sight. Quick thinking of faith formulas and methods. Just commit every prayer to Jesus and go about your business with confidence that He will not be one moment early or late in answering. And, if the answer you seek is not forthcoming, say to your heart, 'He is all I need. If I need more, He will not withhold it. He will do it in His time, in His way; and, if He does not fulfill my request, He must have a perfect reason for not doing so. No mater what happens, I will always have faith in His faithfulness.

I have seen the consequences of attempting to shortcut this natural process of growth often in the business world, where executives attempt to “buy” a new culture of improved productivity, quality, morale, and customer service with strong speeches, smile training, and external interventions, or through mergers, acquisitions, and friendly or unfriendly takeovers. But they ignore the low-trust climate produced by such manipulations. When these methods don’t work, they look for other Personality Ethic techniques that will—all the time ignoring and violating the natural principles and processes on which a high-trust culture is based.

Later, he would famously write that the will to believe is the most important ingredient in creating belief in change. And that one of the most important methods for creating that belief was habits. Habits, he noted, are what allow us to “do a thing with difficulty the first time, but soon do it more and more easily, and finally, with sufficient practice, do it semi-mechanically, or with hardly any consciousness at all.” Once we choose who we want to be, people grow “to the way in which they have been exercised, just as a sheet of paper or a coat, once creased or folded, tends to fall forever afterward into the same identical folds.

Several years ago we added “my pleasure” to the manners chart after we read the book How Did You Do It, Truett? by S. Truett Cathy, founder of Chick-fil-A. In it, Mr. Cathy tells how he studied the methods of five-star hotels and found that workers are required to say “My pleasure” instead of “You’re welcome” when being thanked for something. In essence, one is saying, “Thank you for giving me the pleasure of serving you,” and not, “Yes, it was such a sacrifice on my part. You’re welcome.” He found a direct link between business success and employees learning to treat costumers with the utmost courtesy and respect, and that was one of the principles he adopted for all Chick-fil-A workers.

It is not good management to take profits out of the workers or the buyers; make management produce the profits. Don't cheapen the product; don't cheapen the wage; don't overcharge the public. Put brains into the method, and more brains, and still more brains—do things better than ever before; and by this means all parties to business are served and benefited.

The idea of a method that contains firm, unchanging, and absolutely binding principles for conducting the business of science meets considerable difficulty when confronted with the results of historical research. We find, then, that there is not a single rule, however plausible, and however firmly grounded in epistemology, that is not violated at some time or other. It becomes evident that such violations are not accidental events, they are not results of insufficient knowledge or of inattention which might have been avoided. On the contrary, we see that they are necessary for progress. Indeed, one of the most striking features of recent discussions in the history and philosophy of science is the realization that events and developments, such as the invention of atomism in antiquity, the Copernican Revolution, the rise of modern atomism (kinetic theory; dispersion theory; stereochemistry; quantum theory), the gradual emergence of the wave theory of light, occurred only because some thinkers either decided not to be bound be certain 'obvious' methodological rules, or because they unwittingly broke them.

When the business man rebukes the idealism of his office-boy, it is commonly in some such speech as this: "Ah, yes, when one is young, one has these ideals in the abstract and these castles in the air; but in middle age they all break up like clouds, and one comes down to a belief in practical politics, to using the machinery one has and getting on with the world as it is." Thus, at least, venerable and philanthropic old men now in their honoured graves used to talk to me when I was a boy.But since then I have grown up and have discovered that these philanthropic old men were telling lies. What has really happened is exactly the opposite of what they said would happen. They said that I should lose my ideals and begin to believe in the methods of practical politicians. Now, I have not lost my ideals in the least; my faith in fundamentals is exactly what it always was. What I have lost is my old childlike faith in practical politics. I am still as much concerned as ever about the Battle of Armageddon; but I am not so much concerned about the General Election. As a babe I leapt up on my mother's knee at the mere mention of it. No; the vision is always solid and reliable. The vision is always a fact. It is the reality that is often a fraud. As much as I ever did, more than I ever did, I believe in Liberalism. But there was a rosy time of innocence when I believed in Liberals.

On behalf of those you killed, imprisoned, tortured, you are not welcome, Erdogan! No, Erdogan, you’re not welcome in Algeria. We are a country which has already paid its price of blood and tears to those who wanted to impose their caliphate on us, those who put their ideas before our bodies, those who took our children hostage and who attempted to kill our hopes for a better future. The notorious family that claims to act in the name of the God and religion—you’re a member of it—you fund it, you support it, you desire to become its international leader. Islamism is your livelihood Islamism, which is your livelihood, is our misfortune. We will not forget about it, and you are a reminder of it today. You offer your shadow and your wings to those who work to make our country kneel down before your “Sublime Door.” You embody and represent what we loathe. You hate freedom, the free spirit. But you love parades. You use religion for business. You dream of a caliphate and hope to return to our lands. But you do it behind the closed doors, by supporting Islamist parties, by offering gifts through your companies, by infiltrating the life of the community, by controlling the mosques. These are the old methods of your “Muslim Brothers” in this country, who used to show us God’s Heaven with one hand while digging our graves with the other. No, Mr. Erdogan, you are not a man of help; you do not fight for freedom or principles; you do not defend the right of peoples to self-determination. You know only how to subject the Kurds to the fires of death; you know only how to subject your opponents to your dictatorship. You cry with the victims in the Middle East, yet sign contracts with their executioners. You do not dream of a dignified future for us, but of a caliphate for yourself. We are aware of your institutionalized persecution, your list of Turks to track down, your sinister prisons filled with the innocent, your dictatorial justice palaces, your insolence and boastful nature. You do not dream of a humanity that shares common values and principles, but are interested only in the remaking of the Ottoman Empire and its bloodthirsty warlords. Islam, for you, is a footstool; God is a business sign; modernity is an enemy; Palestine is a showcase; and local Islamists are your stunned courtesans. Humanity will not remember you with good deeds Humanity will remember you for your machinations, your secret coups d’état, and your manhunts. History will remember you for your bombings, your vengeful wars, and your inability to engage in constructive dialogue with others. The UN vote for Al-Quds is only an instrument in your service. Let us laugh at this with the Palestinians. We know that the Palestinian issue is your political capital, as it is for many others. You know well how to make a political fortune by exploiting others’ emotions. In Algeria, we suffered, and still suffer, from those who pretend to be God and act as takers and givers of life. They applaud your coming, but not us. You are the idol of Algerian Islamists and Populists, those who are unable to imagine a political structure beyond a caliphate for Muslim-majority societies. We aspire to become a country of freedom and dignity. This is not your ambition, nor your virtue. You are an illusion You have made beautiful Turkey an open prison and a bazaar for your business and loved ones. I hope that this beautiful nation rises above your ambitions. I hope that justice will be restored and flourish there once again, at least for those who have been imprisoned, tortured, bombed, and killed. You are an illusion, Erdogan—you know it and we know it. You play on the history of our humiliation, on our emotions, on our beliefs, and introduce yourself as a savior. However, you are a gravedigger, both for your own country and for your neighbors. Turkey is a political miracle, but it owes you nothing. The best thing you can do

We have seen how women, biologically distinguished from men, are culturally distinguished from “human.” Nature produced the fundamental inequality — half the human race must bear and rear the children of all of them — which was later consolidated, institutionalized, in the interests of men. Reproduction of the species cost women dearly, not only emotionally, psychologically, culturally but even in strictly material (physical) terms: before recent methods of contraception, continuous childbirth led to constant “female trouble,” early aging, and death. Women were slaves class that maintained the species in order to free the other half for the business of the world — admittedly often its drudge aspects, but certainly all its creative aspects as well.

That our sanctification did not depend upon changing our works, but in doing that for GOD’s sake, which we commonly do for our own. That it was lamentable to see how many people mistook the means for the end, addicting themselves to certain works, which they performed very imperfectly, by reason of their human or selfish regards. That the most excellent method he had found of going to GOD, was that of doing our common business without any view of pleasing men,1 and (as far as we are capable) purely for the love of GOD.

But psychology is passing into a less simple phase. Within a few years what one may call a microscopic psychology has arisen in Germany, carried on by experimental methods, asking of course every moment for introspective data, but eliminating their uncertainty by operating on a large scale and taking statistical means. This method taxes patience to the utmost, and could hardly have arisen in a country whose natives could be bored. Such Germans as Weber, Fechner, Vierordt, and Wundt obviously cannot ; and their success has brought into the field an array of younger experimental psychologists, bent on studying the elements of the mental life, dissecting them out from the gross results in which they are embedded, and as far as possible reducing them to quantitative scales. The simple and open method of attack having done what it can, the method of patience, starving out, and harassing to death is tried ; the Mind must submit to a regular siege, in which minute advantages gained night and day by the forces that hem her in must sum themselves up at last into her overthrow. There is little of the grand style about these new prism, pendulum, and chronograph-philosophers. They mean business, not chivalry. What generous divination, and that superiority in virtue which was thought by Cicero to give a man the best insight into nature, have failed to do, their spying and scraping, their deadly tenacity and almost diabolic cunning, will doubtless some day bring about. No general description of the methods of experimental psychology would be instructive to one unfamiliar with the instances of their application, so we will waste no words upon the attempt.

It is when you begin expressing your ideas and turning your knowledge into action that life really begins to change. You’ll read differently, becoming more focused on the parts most relevant to the argument you’re building. You’ll ask sharper questions, no longer satisfied with vague explanations or leaps in logic. You’ll naturally seek venues to show your work, since the feedback you receive will propel your thinking forward like nothing else. You’ll begin to act more deliberately in your career or business, thinking several steps beyond what you’re consuming to consider its ultimate potential. It’s not necessarily about becoming a professional artist, online influencer, or business mogul: it’s about taking ownership of your work, your ideas, and your potential to contribute in whatever arena you find yourself in. It doesn’t matter how impressive or grand your output is, or how many people see it. It could be just between your family or friends, among your colleagues and team, with your neighbors or schoolmates—what matters is that you are finding your voice and insisting that what you have to say matters. You have to value your ideas enough to share them. You have to believe that the smallest idea has the potential to change people’s lives. If you don’t believe that now, start with the smallest project you can think of to begin to prove to yourself that your ideas can make a difference.

The label for Knob Creek bourbon might state “Distilled and Bottled by Knob Creek Distillery, Clermont, Kentucky,” making it seem like a freestanding outfit, but it is made at the same plant as many other brands made by Jim Beam. “Knob Creek Distillery” is simply what’s called an assumed business name, otherwise known as a DBA, which is the legal shorthand for “doing business as,” and is a method that can be used to make one company seem like many. But drinkers who sleuth out the origins of most brands will find their whiskey traced back to one of just a few places.

No matter what your reason for wanting to start your own business, developing the foundation is the same. Laying a solid foundation for you business will provide you with a road map to follow as you build your business. As you work through the Start a Business Step-by-Step Workbook you will define the company’s mission, decide what business entity is right for your business, name your business, determine the pricing for your products or services, formulate your financial projections, define your competitors, survey consumers regarding your products or services, determine the marketing methods right for your business and more.

Q: I admit it: I’m scared. I can’t afford to quit my current job. Is this a sign that I don’t have what it takes to succeed? A: It doesn’t mean anything. You should be scared. If you aren’t scared, something is wrong with you, and your fears are not a sign that you don’t have the right stuff. In the beginning, every entrepreneur is scared. It’s just that some deceive themselves about it, and others don’t. You can overcome these fears in two ways. First, the kamikaze method is to dive into the business and try to make a little progress every day. One day you’ll wake up and you won’t be afraid anymore—or at least you’ll have a whole new set of fears.

Cixi’s lack of formal education was more than made up for by her intuitive intelligence, which she liked to use from her earliest years. In 1843, when she was seven, the empire had just finished its first war with the West, the Opium War, which had been started by Britain in reaction to Beijing clamping down on the illegal opium trade conducted by British merchants. China was defeated and had to pay a hefty indemnity. Desperate for funds, Emperor Daoguang (father of Cixi’s future husband) held back the traditional presents for his sons’ brides – gold necklaces with corals and pearls – and vetoed elaborate banquets for their weddings. New Year and birthday celebrations were scaled down, even cancelled, and minor royal concubines had to subsidise their reduced allowances by selling their embroidery on the market through eunuchs. The emperor himself even went on surprise raids of his concubines’ wardrobes, to check whether they were hiding extravagant clothes against his orders. As part of a determined drive to stamp out theft by officials, an investigation was conducted of the state coffer, which revealed that more “than nine million taels of silver had gone missing. Furious, the emperor ordered all the senior keepers and inspectors of the silver reserve for the previous forty-four years to pay fines to make up the loss – whether or not they were guilty. Cixi’s great-grandfather had served as one of the keepers and his share of the fine amounted to 43,200 taels – a colossal sum, next to which his official salary had been a pittance. As he had died a long time ago, his son, Cixi’s grandfather, was obliged to pay half the sum, even though he worked in the Ministry of Punishments and had nothing to do with the state coffer. After three years of futile struggle to raise money, he only managed to hand over 1,800 taels, and an edict signed by the emperor confined him to prison, only to be released if and when his son, Cixi’s father, delivered the balance. The life of the family was turned upside down. Cixi, then eleven years old, had to take in sewing jobs to earn extra money – which she would remember all her life and would later talk about to her ladies-in-waiting in the court. “As she was the eldest of two daughters and three sons, her father discussed the matter with her, and she rose to the occasion. Her ideas were carefully considered and practical: what possessions to sell, what valuables to pawn, whom to turn to for loans and how to approach them. Finally, the family raised 60 per cent of the sum, enough to get her grandfather out of prison. The young Cixi’s contribution to solving the crisis became a family legend, and her father paid her the ultimate compliment: ‘This daughter of mine is really more like a son!’ Treated like a son, Cixi was able to talk to her father about things that were normally closed areas for women. Inevitably their conversations touched on official business and state affairs, which helped form Cixi’s lifelong interest. Being consulted and having her views acted on, she acquired self-confidence and never accepted the com“common assumption that women’s brains were inferior to men’s. The crisis also helped shape her future method of rule. Having tasted the bitterness of arbitrary punishment, she would make an effort to be fair to her officials.

THE TEN CHARACTERISTICS OF DIFFERENCE THINKERS They practice empathy because they care enough to make an impact. They have a clear sense of the change they want to make in the world. They are impatient about tactics and endlessly patient about implementing their strategy. They ask the right questions, and that means that they talk more than twice as much as they listen, because talking takes guts. Mostly, they ignore those who offer empty criticism. They watch what people do and don’t just believe what people tell them. They innovate and create at the edges, ignoring the market of everyone. They make products for their customers, instead of trying to find customers for their products. They understand that they need to give people a story to tell—a ‘you’ve gotta see this’ moment. They work hard to change how people feel, by creating intangible value that gives them an emotional point of difference. They understand that trust is their second-most valuable asset. The first is the willingness to be wrong for the right reason.

While white mob violence against African Americans was an obsession in the South, it was not limited to that region. White supremacy was and is an American reality. Whites lynched blacks in nearly every state, including New York, Minnesota, and California. Wherever blacks were present in significant numbers, the threat of being lynched was always real. Blacks had to “watch their step,” no matter where they were in America. A black man could be walking down the road, minding his business, and his life could suddenly change by meeting a white man or a group of white men or boys who on a whim decided to have some fun with a Negro; and this could happen in Mississippi or New York, Arkansas, or Illinois. By the 1890s, lynching fever gripped the South, spreading like cholera, as white communities made blacks their primary target, and torture their focus. Burning the black victim slowly for hours was the chief method of torture. Lynching became a white media spectacle, in which prominent newspapers, like the Atlanta Constitution, announced to the public the place, date, and time of the expected hanging and burning of black victims. Often as many as ten to twenty thousand men, women, and children attended the event. It was a family affair, a ritual celebration of white supremacy, where women and children were often given the first opportunity to torture black victims—burning black flesh and cutting off genitals, fingers, toes, and ears as souvenirs. Postcards were made from the photographs taken of black victims with white lynchers and onlookers smiling as they struck a pose for the camera. They were sold for ten to twenty-five cents to members of the crowd, who then mailed them to relatives and friends, often with a note saying something like this: “This is the barbeque we had last night.”[17]

relationship with nature, modern humanity has generally been the aggressor, and a daring one at that, altering the flow of rivers, building upon geological faults, and, today, even engineering the genes of existing species. Nature has generally been languid in its response, although contentious once aroused and occasionally displaying a flair for violence. By 1918 humankind was fully modern, and fully scientific, but too busy fighting itself to aggress against nature. Nature, however, chooses its own moments. It chose this moment to aggress against man, and it did not do so prodding languidly. For the first time, modern humanity, a humanity practicing the modern scientific method, would confront nature in its fullest rage.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

Mr. Colbert, the famous minister of Louis XIV, was a man of probity, of great industry and knowledge of detail, of great experience and acuteness in the examination of public accounts, and of abilities, in short, every way fitted for introducing method and good order into the collection and expenditure of the public revenue. That minister had unfortunately embraced all the prejudices of the mercantile system, in its nature and essence a system of restraint and regulation, and such as could scarce fail to be agreeable to a laborious and plodding man of business, who had been accustomed to regulate the different departments of public offices, and to establish the necessary checks and controls for confining each to its proper sphere. The industry and commerce of a great country he endeavoured to regulate upon the same model as the departments of a public office; and instead of allowing every man to pursue his own interest in his own way, upon the liberal plan of equality, liberty, and justice, he bestowed upon certain branches of industry extraordinary privileges, while he laid others under as extraordinary restraints.

Years ago I conducted a course in fiction writing at the Brooklyn Institute of Arts and Sciences, and we wanted such distinguished and busy authors as Kathleen Norris, Fannie Hurst, Ida Tarbell, Albert Payson Terhune and Rupert Hughes to come to Brooklyn and give us the benefit of their experiences. So we wrote them, saying we admired their work and were deeply interested in getting their advice and learning the secrets of their success. Each of these letters was signed by about a hundred and fifty students. We said we realized that these authors were busy—too busy to prepare a lecture. So we enclosed a list of questions for them to answer about themselves and their methods of work. They liked that. Who wouldn’t like it? So they left their homes and traveled to Brooklyn to give us a helping hand. By

Mass production was aimed at new sources of demand in the early twentieth century’s first mass consumers. Ford was clear on this point: “Mass production begins in the perception of a public need.”73 Supply and demand were linked effects of the new “conditions of existence” that defined the lives of my great-grandparents Sophie and Max and other travelers in the first modernity. Ford’s invention deepened the reciprocities between capitalism and these populations. In contrast, Google’s inventions destroyed the reciprocities of its original social contract with users. The role of the behavioral value reinvestment cycle that had once aligned Google with its users changed dramatically. Instead of deepening the unity of supply and demand with its populations, Google chose to reinvent its business around the burgeoning demand of advertisers eager to squeeze and scrape online behavior by any available means in the competition for market advantage. In the new operation, users were no longer ends in themselves but rather became the means to others’ ends. Reinvestment in user services became the method for attracting behavioral surplus, and users became the unwitting suppliers of raw material for a larger cycle of revenue generation.

Dogmatic theology is, by its very nature, unchangeable. The same can be said in regard to the spirit of the law. Law was and is to protect the past and present status of society and, by its very essence, must be very conservative, if not reactionary. Theology and law are both of them static by their nature. Philosophy, law and ethics, to be effective in a dynamic world must be dynamic; they must be made vital enough to keep pace with the progress of life and science. In recent civilization ethics, because controlled by theology and law, which are static, could not duly influence the dynamic, revolutionary progress of technic and the steadily changing conditions of life; and so we witness a tremendous downfall of morals in politics and business. Life progresses faster than our ideas, and so medieval ideas, methods and judgments are constantly applied to the conditions and problems of modern life. This discrepancy between facts and ideas is greatly responsible for the dividing of modern society into different warring classes, which do not understand each other. Medieval legalism and medieval morals- the basis of the old social structure-being by their nature conservative, reactionary, opposed to change, and thus becoming more and more unable to support the mighty social burden of the modern world, must be adjudged responsible in a large measure for the circumstances which made the World War inevitable.

Let’s step back. Every year between 1950 and 2000, Americans increased their productivity about 1 to 4 percent.1 Since 2005, however, this growth has slowed in advanced economies, with a productivity decrease recorded in the United States in 2016.2 Maybe our rapidly evolving technology that promises us near-limitless options to keep us busy is not, in fact, making us more productive? One possible explanation for our productivity slowdown is that we’re paralyzed by information overload. As Daniel Levitin writes in The Organized Mind, information overload is worse for our focus than exhaustion or smoking marijuana.3 It stands to reason, then, that to be more productive we need a way to stem the tide of digital distractions. Enter the Bullet Journal, an analog solution that provides the offline space needed to process, to think, and to focus. When you open your notebook, you automatically unplug. It momentarily pauses the influx of information so your mind can catch up. Things become less of a blur, and you can finally examine your life with greater clarity.

The way towards this aim is clear. A science that insists on possessing the only correct method and the only acceptable results is ideology and must be separated from the state, and especially from the process of education. One may teach it, but only to those who have decided to make this particular superstition their own. On the other hand, a science that has dropped such totalitarian pretensions is no longer independent and self-contained, and it can be taught in many different combinations (myth and modern cosmology might be one such combination). Of course, every business has the right to demand that its practitioners be prepared in a special way, and it may even demand acceptance of a certain ideology (I for one am against the thinning out of subjects so that they become more and more similar to each other; whoever does not like present-day Catholicism should leave it and become a Protestant, or an Atheist, instead of ruining it by such inane changes as mass in the vernacular). That is true of physics, just as it is true of religion, or of prostitution.

The key stone of Westem civilization is the sphere of spontaneous action it secures to the individual. There have always been attempts to curb the individuais initiative, but the power of the persecutors and inquisitors has not been absolute. It could not prevent the rise of Greek philosophy and its Roman offshoot or the development of modem science and philosophy. Driven by their inborn genius, pioneers have accomplished their work in spite of ali hostility and opposition. The innovator did not have to wait for invitation or order from anybody. He could step forward of his own accord and defy traditional teachings. In the orbit of ideas the West has by and large always enjoyed the blessings of freedom. Then came the emancipation of the individual in the field of business, an achievement of that new branch of philosophy, economics. A free hand was given to the enterprising man who knew how to enrich his fellows by improving the methods of production. A horn of plenty was poured upon the common men by the capitalistic business principie of mass production for the satisfaction of the needs of the masses.

Impact is a critically important concept when it comes to social innovation, generally used in the context of measuring whether social interventions do or don’t work. But conceptually, it’s very similar to the problem of measuring success in a business before you have profits. That’s why lean methods are so perfectly suited to this kind of work. The only real difference is that instead of talking about maximizing shareholder value, Lean Impact talks about maximizing social impact. An advance party of pioneers, some of whom you’ll read about here, is already doing this, but we need more. This book is a way to help add to their numbers. Lean Impact is not only transformational for the social sector, though. My hope is that people in other kinds of businesses and organizations will also pick it up and, after reading about the dedicated people and clear strategies whose stories Ann Mei has gathered, think about how the products and institutions they build affect the world. All of us have more to learn about how we make impact so we can move together into this new era. —Eric Ries, author of The Lean Startup and The Startup Way

Here is a typical story about Mr. John Jones. Mr. Jones works in an office. He had hoped for a little raise but his hope, as hopes often are, was disappointed. The salaries of some of his colleagues were raised but not his. Mr. Jones could not take it calmly. He worried and worried and finally suspected that Director Brown was responsible for his failure in getting a raise. We cannot blame Mr. Jones for having conceived such a suspicion. There were indeed some signs pointing to Director Brown. The real mistake was that, after having conceived that suspicion, Mr. Jones became blind to all signs pointing in the opposite direction. He worried himself into firmly believing that Director Brown was his personal enemy and behaved so stupidly that he almost succeeded in making a real enemy of the director. The trouble with Mr. John Jones is that he behaves like most of us. He never changes his major opinions. He changes his minor opinions not infrequently and quite suddenly; but he never doubts any of his opinions, major or minor, as long as he has them. He never doubts them, or questions them, or examines them critically—he would especially hate critical examination, if he understood what that meant. Let us concede that Mr. John Jones is right to a certain extent. He is a busy man; he has his duties at the office and at home. He has little time for doubt or examination. At best, he could examine only a few of his convictions and why should he doubt one if he has no time to examine that doubt? Still, don’t do as Mr. John Jones does. Don’t let your suspicion, or guess, or conjecture, grow without examination till it becomes ineradicable. At any rate, in theoretical matters, the best of ideas is hurt by uncritical acceptance and thrives on critical examination. 2. A mathematical example. Of all quadrilaterals with

This return to militant, literal, old-fashioned religion had three aspects. For the masses it was, in the main, a method of coping with the increasingly bleak and inhuman oppressive society of middle-class liberalism: in Marx's phrase (but he was not the only one to use such words) it was the "heart of a heartless world, as it is the spirit of spiritless conditions...the opium of the people". More than this: it attempted to create social and sometimes educational and political institutions in an environment which provided none, and among politically undeveloped people it gave primitive expression to their discontents and aspirations. It's literalism, emotionalism, and superstition protested both against the entire society in which rational calculation dominated and against the upper classes who deformed religion in their own image. For the middle classes rising out of such masses, religion could be a powerful moral prop, a justification of their social existence against the united contempt and hatred of traditional society, and an engine of their expansion. It liberated them from the fetters of that society, if they were sectarians. It gave their profits a moral title great than that of mere rational self-interest; it legitimized their harshness toward the oppressed; it united with trade to bring civilization to the heathen and sales to the business.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

In order to find and eliminate a Constraint, Goldratt proposes the “Five Focusing Steps,” a method you can use to improve the Throughput of any System: 1. Identification: examining the system to find the limiting factor. If your automotive assembly line is constantly waiting on engines in order to proceed, engines are your Constraint. 2. Exploitation: ensuring that the resources related to the Constraint aren’t wasted. If the employees responsible for making engines are also building windshields, or stop building engines during lunchtime, exploiting the Constraint would be having the engine employees spend 100 percent of their available time and energy producing engines, and having them work in shifts so breaks can be taken without slowing down production. 3. Subordination: redesigning the entire system to support the Constraint. Let’s assume you’ve done everything you can to get the most out of the engine production system, but you’re still behind. Subordination would be rearranging the factory so everything needed to build the engine is close at hand, instead of requiring certain materials to come from the other end of the factory. Other subsystems may have to move or lose resources, but that’s not a huge deal, since they’re not the Constraint. 4. Elevation: permanently increasing the capacity of the Constraint. In the case of the factory, elevation would be buying another engine-making machine and hiring more workers to operate it. Elevation is very effective, but it’s expensive—you don’t want to spend millions on more equipment if you don’t have to. That’s why Exploitation and Subordination come first: you can often alleviate a Constraint quickly, without resorting to spending more money. 5. Reevaluation: after making a change, reevaluating the system to see where the Constraint is located. Inertia is your enemy: don’t assume engines will always be the Constraint: once you make a few Changes, the limiting factor might become windshields. In that case, it doesn’t make sense to continue focusing on increasing engine production—the system won’t improve until windshields become the focus of improvement. The “Five Focusing Steps” are very similar to Iteration Velocity—the more quickly you move through this process and the more cycles you complete, the more your system’s Throughput will improve.

We had been out for one of our evening rambles, Holmes and I, and had returned about six o’clock on a cold, frosty winter’s evening. As Holmes turned up the lamp the light fell upon a card on the table. He glanced at it, and then, with an ejaculation of disgust, threw it on the floor. I picked it up and read: CHARLES AUGUSTUS MILVERTON, Appledore Towers, Hampstead. Agent. “Who is he?” I asked. “The worst man in London,” Holmes answered, as he sat down and stretched his legs before the fire. “Is anything on the back of the card?” I turned it over. “Will call at 6:30--C.A.M.,” I read. “Hum! He’s about due. Do you feel a creeping, shrinking sensation, Watson, when you stand before the serpents in the Zoo, and see the slithery, gliding, venomous creatures, with their deadly eyes and wicked, flattened faces? Well, that’s how Milverton impresses me. I’ve had to do with fifty murderers in my career, but the worst of them never gave me the repulsion which I have for this fellow. And yet I can’t get out of doing business with him--indeed, he is here at my invitation.” “But who is he?” “I’ll tell you, Watson. He is the king of all the blackmailers. Heaven help the man, and still more the woman, whose secret and reputation come into the power of Milverton! With a smiling face and a heart of marble, he will squeeze and squeeze until he has drained them dry. The fellow is a genius in his way, and would have made his mark in some more savoury trade. His method is as follows: He allows it to be known that he is prepared to pay very high sums for letters which compromise people of wealth and position. He receives these wares not only from treacherous valets or maids, but frequently from genteel ruffians, who have gained the confidence and affection of trusting women. He deals with no niggard hand. I happen to know that he paid seven hundred pounds to a footman for a note two lines in length, and that the ruin of a noble family was the result. Everything which is in the market goes to Milverton, and there are hundreds in this great city who turn white at his name. No one knows where his grip may fall, for he is far too rich and far too cunning to work from hand to mouth. He will hold a card back for years in order to play it at the moment when the stake is best worth winning. I have said that he is the worst man in London, and I would ask you how could one compare the ruffian, who in hot blood bludgeons his mate, with this man, who methodically and at his leisure tortures the soul and wrings the nerves in order to add to his already swollen money-bags?” I had seldom heard my friend speak with such intensity of feeling.

I think that's quite true. and in fact the people who understand this the best are those who are carrying out the control and domination in the more free societies. like the U.S. and England, where popular struggles have have won a lot of freedoms over the years and the state has limited capacity to coerce. It is very striking that it's precisely in those societies that elite groups—the business world, state managers and so on—recognized early on that they are going to have to develop massive methods of control of attitude and opinion, because you cannot control people by force anymore and therefore you have to modify their consciousness so that they don't perceive that they are living under conditions of alienation, oppression, subordination and so on. In fact, that's what probably a couple trillion dollars are spent on each year in the U.S., very self-consciously, from the framing of television advertisements for two-year olds to what you are taught in graduate school economics programs. It's designed to create a consciousness of subordination and it's also intended specifically and pretty consciously to suppress normal human emotions. Normal human emotions are sympathy and solidarity, not just for people but for stranded dolphins. It's just a normal reaction for people. If you go back to the classical political economists, people like Adam Smith, this was just taken for granted as the core of human nature and society. One of the main concentrations of advertising and education is to drive that out of your mind. And it's very conscious. In fact, it's conscious in social policy right in front of our eyes today. Take the effort to destroy Social Security. Well, what's the point of that? There's a lot of scam about financial problems, which is all total nonsense. And, of course, they want Wall Street to make a killing. Underlying it all is something much deeper. Social Security is based on a human emotion and it's a natural human emotion which has to be driven out of people minds, namely the emotion that you care about other people. You care. It's a social and community responsibility to care whether a disabled widow across town has enough food to eat, or whether a kid across the street can go to school. You have to get that out of people's heads. You have to make them say, "Look, you are a personal, rational wealth maximizer. If that disabled widow didn't prepare for her own future, it's her problem not your problem. It's not your fault she doesn't have enough to eat so why should you care?

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.