Business Operations Quotes

As far as we can tell from a purely scientific viewpoint, human life has absolutely no meaning. Humans are the outcome of blind evolutionary processes that operate without goal or purpose. Our actions are not part of some divine cosmic plan, and if planet earth were to blow up tomorrow morning, the universe would probably keep going about its business as usual. As far as we can tell at this point, human subjectivity would not be missed. Hence any meaning that people inscribe to their lives is just a delusion.

ZERO TO ONE EVERY MOMENT IN BUSINESS happens only once. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network. If you are copying these guys, you aren’t learning from them.

It was a movie about American bombers in World War II and the gallant men who flew them. Seen backwards by Billy, the story went like this: American planes, full of holes and wounded men and corpses took off backwards from an airfield in England. Over France, a few German fighter planes flew at them backwards, sucked bullets and shell fragments from some of the planes and crewmen. They did the same for wrecked American bombers on the ground, and those planes flew up backwards to join the formation. The formation flew backwards over a German city that was in flames. The bombers opened their bomb bay doors, exerted a miraculous magnetism which shrunk the fires, gathered them into cylindrical steel containers , and lifted the containers into the bellies of the planes. The containers were stored neatly in racks. The Germans below had miraculous devices of their own, which were long steel tubes. They used them to suck more fragments from the crewmen and planes. But there were still a few wounded Americans though and some of the bombers were in bad repair. Over France though, German fighters came up again, made everything and everybody as good as new. When the bombers got back to their base, the steel cylinders were taken from the racks and shipped back to the United States of America, where factories were operating night and day, dismantling the cylinders, separating the dangerous contents into minerals. Touchingly, it was mainly women who did this work. The minerals were then shipped to specialists in remote areas. It was their business to put them into the ground, to hide them cleverly, so they would never hurt anybody ever again.

In regards to the price of commodities, the rise of wages operates as simple interest does, the rise of profit operates like compound interest. Our merchants and masters complain much of the bad effects of high wages in raising the price and lessening the sale of goods. They say nothing concerning the bad effects of high profits. They are silent with regard to the pernicious effects of their own gains. They complain only of those of other people.

I spent 33 years and four months in active military service and during that period I spent most of my time as a high class muscle man for Big Business, for Wall Street and the bankers. In short, I was a racketeer, a gangster for capitalism. I helped make Mexico and especially Tampico safe for American oil interests in 1914. I helped make Haiti and Cuba a decent place for the National City Bank boys to collect revenues in. I helped in the raping of half a dozen Central American republics for the benefit of Wall Street. I helped purify Nicaragua for the International Banking House of Brown Brothers in 1902-1912. I brought light to the Dominican Republic for the American sugar interests in 1916. I helped make Honduras right for the American fruit companies in 1903. In China in 1927 I helped see to it that Standard Oil went on its way unmolested. Looking back on it, I might have given Al Capone a few hints. The best he could do was to operate his racket in three districts. I operated on three continents.

Jeevan found himself thinking about how human the city is, how human everything is. We bemoaned the impersonality of the modern world, but that was a lie, it seemed to him; it had never been impersonal at all. There had always been a massive delicate infrastructure of people, all of them working unnoticed around us, and when people stop going to work, the entire operation grinds to a halt. No one delivers fuel to the gas stations or the airports. Cars are stranded. Airplanes cannot fly. Trucks remain at their points of origin. Food never reaches the cities; grocery stores close. Businesses are locked and then looted. No one comes to work at the power plants or the substations, no one removes fallen trees from electrical lines. Jeevan was standing by the window when the lights went out.

Being a critic is easy. But if the critic tries to run the operation, he soon understands that nothing is as easy as his criticisms. Criticism without a solution is merely an inflation of the critic's ego.

No business is just a one-man’s job. You need sales, you need operations, you need partnerships, you need even customer and brand loyalty.

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

If you want to build a better business, you must build better relationships. Relationships are crucial to developing the business you hope to achieve.

In business, it's really important to keep operating costs low. You don't want your business to be a spendthrift business because spendthrift businesses eventually eat through all their earnings.

Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they're willing to pay, in a way that (4) satisfies the purchaser's needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation.

In an era where businesses operate under the watchful eye of a globally connected and informed public, the ethical imperative has transcended mere compliance and become a critical determinant of long-term success.

Because every exchange is always a relationship, to get the most while giving the least is unjust, unethical, antisocial, abusive, perhaps 'evil.' Yet predatory commerce ("the free market" as it is euphemistically called) operates regularly on the principle of 'get the most and pay the least.

companies should focus on one of three value disciplines: operational excellence, product leadership, or customer intimacy.

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

But in the end self-confidence mostly comes from a gut-level realization that nobody has ever died from making a wrong business decision, or taking inappropriate action, or being overruled. And everyone in your operation should be made to understand this.

When we apply the principles of permaculture to business operations - we end up with more profitable businesses, more resilient businesses, and businesses that holistically add value to all stakeholders.

We know about bad guys, what they do, and often, who they are. The politicians have chosen to send us into battle, and that's our trade. We do what's necessary. And in my view, once those politicians have elected to send us out to do what 99.9 percent of the country would be terrified to undertake, they should get the hell out of the way and stay there. This entire business of modern war crimes, as identified by the liberal wings of politics and the media, began in Iraq and has been running downhill ever since. Everyone's got to have his little hands in it, blathering on about the public's right to know. Well, the view of most Navy SEALs, the public does not have that right to know, not if it means placing our lives in unnecessary peril because someone in Washington is driving himself mad worrying about the human rights of some cold-hearted terrorist fanatic who would kill us as soon as look at us, as well as any other American at whom he could point that wonky old AK of his.

I won't close down a business of subnormal profitability merely to add a fraction of a point to our corporate returns. I also feel it inappropriate for even an exceptionally profitable company to fund an operation once it appears to have unending losses in prospect. Adam Smith would disagree with my first proposition and Karl Marx would disagree with my second; the middle ground is the only position that leaves me comfortable.

EVERY MOMENT IN BUSINESS happens only once. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network. If you are copying these guys, you aren’t learning from them.

Humans operate on millennia-old hardware. We can comprehend linear relationships, but have trouble processing accelerating rates of change.

You get the idea. Every business, like a painting, operates according to its own rules. There are many ways to run a successful company. What works once may never work again. What everyone tells you never to do may just work, once. There are no rules. You don't learn to walk by following rules. You learn by doing, and by falling over, and it's because you fall over that you learn to save yourself from falling over. It's the greatest thrill in the world and it runs away screaming at the first sight of bullet points.

The worst day-to-day operators of businesses are bankers.

It's easy to feel uncared for when people aren't able to communicate and connect with you in the way you need. And it's so hard not to internalize that silence as a reflection on your own worth. But the truth is that the way people operate is not about you. Most people are so caught up in their own responsibilities, struggles, and anxiety that the thought of asking someone else how they're doing doesn't even cross their mind. They aren't inherently bad or uncaring--they're just busy and self-focused. And that's okay. It's not evidence of some fundamental failing on your part. It doesn't make you unloveable or invisible. It just means that those people aren't very good at looking beyond their own world. But the fact that you are--that despite the darkened you feel, you have the ability to share you love and light with others--is a strength. Your work isn't to change who you are; it's to find people who are able to give you the connection you need. Because despite what you feel, you are not too much. You are not too sensitive or too needy. You are thoughtful and empathetic. You are compassionate and kind. And with or without anyone's acknowledgement or affection, you are enough.

Whereas gross revenue speaks more to a businesses pricing power and scale, net income speaks more to it's efficiency and operations.

Change Management provides value in part by enabling people to adopt the change and operate in the future state of the company.

Briefly stated, the Gell-Mann Amnesia effect is as follows. You open the newspaper to an article on some subject you know well. In Murray's case, physics. In mine, show business. You read the article and see the journalist has absolutely no understanding of either the facts or the issues. Often, the article is so wrong it actually presents the story backward—reversing cause and effect. I call these the "wet streets cause rain" stories. Paper's full of them. In any case, you read with exasperation or amusement the multiple errors in a story, and then turn the page to national or international affairs, and read as if the rest of the newspaper was somehow more accurate about Palestine than the baloney you just read. You turn the page, and forget what you know. That is the Gell-Mann Amnesia effect. I'd point out it does not operate in other arenas of life. In ordinary life, if somebody consistently exaggerates or lies to you, you soon discount everything they say. In court, there is the legal doctrine of falsus in uno, falsus in omnibus, which means untruthful in one part, untruthful in all. But when it comes to the media, we believe against evidence that it is probably worth our time to read other parts of the paper. When, in fact, it almost certainly isn't. The only possible explanation for our behavior is amnesia.

In terms of business resilience, it's important to have the ability to repurpose inputs and redirect outputs. It's important to have a good amount of flexibility designed into the businesses operating systems. When a business can answer the if this then that question over and over again with different fill in the blanks, it's got resilience.

Many small businesses are doomed from day one, not from competition or the economy, but from the ignorance of their owners . . . their destiny is already decided because they have no idea how a business should be operated.

Misconceptions of business are almost inevitable in a society where most people have neither studied nor run businesses. In a society where most people are employees and consumers, it is easy to think of businesses as “them” – as impersonal organizations, whose internal operations are largely unknown and whose sums of money may sometimes be so huge as to be unfathomable.

The shift towards Permaculture Economics represents a paradigm shift in how businesses operate. By recognizing their interconnectedness with the world around them, companies can unlock new opportunities for growth, resilience, and positive impact.

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.

Every job is an important job. Businesses dont create jobs and choose to pay people wages or salaries unless that job is vital to the operations of the business. If the job wasn't important, the job wouldn't exist.

The U.S. government needs to learn from successful private businesses that run an effective and efficient operation in serving their customers and outwitting their competitors.

a ‘change’ is any activity that is physical, logical, or virtual to applications, databases, operating systems, networks, or hardware that could impact services being delivered.

most businesses are operated according to what the owner wants as opposed to what the business needs.

When employees feel valued and respected, and when they trust that their company operates with integrity, they are more likely to be motivated, productive, and loyal.

There is no sincere stupidity that doesn't create, eventually, its own rationale, conduct, operating procedures, its own critical formulae whereby it may be, in all seriousness, discussed: witness the advertising business. Witness the best-seller list. Areas of idiocy within which various degrees of the spurious are compared.

With a Masters in Management from USC, I did some consultant work in Reorganization, New Products, and Change. Amazon was smart to have me as a Beta and got my advice for free. Amazon was the only company who did because for other companies, it wasn't. But what I got from Amazon is a good understanding of how they operate, the culture, and the people behind the business - Strong by Kailin Gow

Within the industries where businesses typically operate with tight margins, bartering provides even more of an operational advantage. And by incorporating bartering into those industries, wider margins can maybe become more typical.

Average assumes—incorrectly, of course—that everything operates stably. People optimistically overestimate how well things will go and then underestimate how much energy and effort it will take just to push things through. Anyone who has made it in business will support this concept.

It's great to have and accumulate cash, but sometimes in business, from an operational perspective, it's more practical to forego purchasing with cash and instead barter for the thing that the cash is buying with something of equal value.

Liquidity is essential in business. So many businesses fail because of a failure to retain liquidity. But the principle is simple - to get things done, businesses need access to cash and capital. And without that access to cash and capital the business will fail because it won't be able to find it's operations.

The traffic warden looked up. "This your car?" "It is," said Skulduggery. The traffic warden nodded. "Very nice, very nice. But you can't park here, day or night." "I wasn't aware of that." "There's a sign right over there." "I didn't think it applied to me." "Why wouldn't it have applied to you?" Skulduggery tilted his head. "Because I'm special." "Don't care how special you think you are, you're parked in a no parking area and as such you're---" "We're here on official police business." The traffic warden narrowed his eyes. "You're Garda? I'm going to need to see some identification." "We're undercover," said Skulduggery. "This is a very important undercover operation which you are endangering just by talking to us." He opened his jacket. "Look, I have a gun. I am Detective Inspector Me. This is my partner, Detective Her." The traffic warden frowned. "Her?" "Me," said Stephanie. "Him?" "Not me," said Skulduggery. "Her." "Me," said Stephanie. "You?" said the traffic warden. "Yes," said Stephanie. "I"m sorry, who are you?" Stephanie looked at him. "I'm Her, he's Me. Got it? Good. You better get out of here before you blow our cover. They've got snipers.

When the bombers got back to their base, the steel cylinders were taken from the racks and shipped back to the United States of America, where factories were operating night and day, dismantling the cylinders, separating the dangerous contents into minerals. Touchingly, it was mainly women who did this work. The minerals were the shipped to specialists in remote areas. It was their business to put them into the ground, to hide them cleverly, so that they would never hurt anybody ever again.

Independently, new technologies can be pretty impactful to businesses. But the whole world in which businesses operate changes with the convergence of many new technologies. So we need to always be mindful of how technologies are converging and how that convergence may pressure us to adapt how we think about business and how we do business.

Billy looked at the clock on the gas stove. He had an hour to kill before the saucer came. He went into the living room, swinging the bottle like a dinner bell, turned on the television. He came slightly unstuck in time, saw the late movie backwards, then forwards again. It was a movie about American bombers in the Second World War and the gallant men who flew them. Seen backwards by Billy, the story went like this: American planes, full of holes and wounded men and corpses took off backwards from an airfield in England. Over France a few German fighter planes flew at them backwards, sucked bullets and shell fragments from some of the planes and crewmen. They did the same for wrecked American bombers on the ground, and those planes flew up backwards to join the formation. The formation flew backwards over a German city that was in flames. The bombers opened their bomb bay doors, exerted a miraculous magnetism which shrunk the fires, gathered them into cylindrical steel containers, and lifted the containers into the bellies of the planes. The containers were stored neatly in racks. The Germans below had miraculous devices of their own, which were long steel tubes. They used them to suck more fragments from the crewmen and planes. But there were still a few wounded Americans, though, and some of the bombers were in bad repair. Over France, though, German fighters came up again, made everything and everybody as good as new. When the bombers got back to their base, the steel cylinders were taken from the racks and shipped back to the United States of America, where factories were operating night and day, dismantling the cylinders, separating the dangerous contents into minerals. Touchingly, it was mainly women who did this work. The minerals were then shipped to specialists in remote areas. It was their business to put them into the ground., to hide them cleverly, so they would never hurt anybody ever again. The American fliers turned in their uniforms, became high school kids. And Hitler turned into a baby, Billy Pilgrim supposed. That wasn't in the movie. Billy was extrapolating. Everybody turned into a baby, and all humanity, without exception, conspired biologically to produce two perfect people named Adam and Eve, he supposed.

Good companies have a good impact on all of its stakeholders. Everyone that the company interacts with should experience a value-add of some kind. And every environment in which the company operates should experience a value-add of some kind. And if done right, this will also drive up profits for the company.

The assault on education began more than a century ago by industrialists and capitalists such as Andrew Carnegie. In 1891, Carnegie congratulated the graduates of the Pierce College of Business for being “fully occupied in obtaining a knowledge of shorthand and typewriting” rather than wasting time “upon dead languages.” The industrialist Richard Teller Crane was even more pointed in his 1911 dismissal of what humanists call the “life of the mind.” No one who has “a taste for literature has a right to be happy” because “the only men entitled to happiness… is those who are useful.” The arrival of industrialists on university boards of trustees began as early as the 1870s and the University of Pennsylvania’s Wharton School of Business offered the first academic credential in business administration in 1881. The capitalists, from the start, complained that universities were unprofitable. These early twentieth century capitalists, like heads of investment houses and hedge-fund managers, were, as Donoghue writes “motivated by an ethically based anti-intellectualism that transcended interest in the financial bottom line. Their distrust of the ideal of intellectual inquiry for its own sake, led them to insist that if universities were to be preserved at all, they must operate on a different set of principles from those governing the liberal arts.

Pundits, opponents, and disillusioned supporters would blame Obama for squandering the promise of his administration. Certainly he and his administration made their share of mistakes. But it is hard to think of another president who had to face the kind of guerrilla warfare waged against him almost as soon as he took office. A small number of people with massive resources orchestrated, manipulated, and exploited the economic unrest for their own purposes. They used tax-deductible donations to fund a movement to slash taxes on the rich and cut regulations on their own businesses. While they paid focus groups and seasoned operatives to frame these self-serving policies as matters of dire public interest, they hid their roles behind laws meant to protect the anonymity of philanthropists, leaving more folksy figures like Santelli to carry the message.

This seemed to be happening more and more lately out in Greater Los Angeles, among gatherings of carefree youth and happy dopers, where Doc had begun to notice older men, there and not there, rigid, unsmiling, that he knew he'd seen before, not the faces necessarily but a defiant posture, an unwillingness to blur out, like everyone else at the psychedelic events of those days, beyond official envelopes of skin. Like the operatives who'd dragged away Coy Harlingen the other night at that rally at the Century Plaza. Doc Knew these people, he'd seen enough of them in the course of business. They went out to collect cash debts, they broke rib cages, they got people fired, they kept an unforgiving eye on anything that might become a threat. If everything in this dream of prerevolution was in fact doomed to end and the faithless money-driven world to reassert its control over all the lives it felt entitled to touch, fondle, and molest, it would be agents like these, dutiful and silent, out doing the shitwork, who'd make it happen. Was it possible, that at every gathering--concert, peace rally, love-in, be-in, and freak-in, here, up north, back east, wherever--those dark crews had been busy all along, reclaiming the music, the resistance to power, the sexual desire from epic to everyday, all they could sweep up, for the ancient forces of greed and fear? 'Gee,' he said to himself out loud, 'I dunno...

As a new entrepreneur, you're probably gonna have to hustle hard to get things going at first. But as the business grows and becomes more established, that unrefined hustle should be replaced by automated profit-producing processes and systems. Hustle is good as a temporary mode of operating, but it's unsustainable long term and unprofitable long term.

Thus, it is a political axiom that power follows property. But it is now a historical fact that the means of production are fast becoming the monopolistic property of Big Business and Big Government. Therefore, if you believe in democracy, make arrangements to distribute property as widely as possible. Or take the right to vote. In principle, it is a great privilege. In practice, as recent history has repeatedly shown, the right to vote, by itself, is no guarantee of liberty. Therefore, if you want to avoid dictatorship by referendum, break up modern society's merely functional collectives into self-governing, voluntarily co-operating groups, capable of functioning outside the bureaucratic systems of Big Business and Big Government.

My skin burns under Maven's gaze, with the memory of one stolen kiss. It was him who saved me from Evangeline. Cal who saved me from escaping and bringing more pain upon myself. Cal who saved me from conscription. I've been too busy trying to save others to notice how much Cal saves me. How much he loves me. Suddenly it's very hard to breathe. Maven shakes his head. "He will always choose you." Farley scoffs. "You want me to pin my entire operation, the entire revolution, on some teenaged love story? I can't believe this." Across the table, a strange look crosses Kilorn's face. When Farley turns to him, looking for some kind of support, she fines none. "I can," he whispers, his eyes never leaving my face.

When Homer Wells saw the stationmaster’s brain stem exposed, he felt that Dr. Larch was busy enough – with both hands – for it to be safe to say what Homer wanted to say. ‘I love you,’ said Homer Wells. He knew he had to leave the room, then – while he could still see the door – and so he started to leave. ‘I love you too, Homer,’ said Wilbur Larch, who for another minute or more could not have seen a blood clot in the brain stem if there had been one to see. He heard Homer say ‘Right’ before he heard the door close. In a while, he could make out the brain stem clearly, there was no clot. ‘Arrhythmia,’ Wilbur Larch repeated to himself. Then he added, ‘Right,’ as if he were now speaking for Homer Wells. Dr. Larch put his instruments aside; he gripped the operating table for a long time.

The vain arrogance of the literati and the Bohemian artists dismisses the activities of the businessmen as unintellectual money-making. The truth is that the entrepreneurs and promoters display more intellectual faculties and intuition than the average writer and painter. The inferiority of many self-styled intellectuals manifests itself precisely in the fact that they fail to recognize what capacity and reasoning power are required to develop and to operate successfully a business enterprise.

So when we say that Christians work from a gospel worldview, it does not mean that they are constantly speaking about Christian teaching in their work. Some people think of the gospel as something we are principally to “look at” in our work. This would mean that Christian musicians should play Christian music, Christian writers should write stories about conversion, and Christian businessmen and -women should work for companies that make Christian-themed products and services for Christian customers. Yes, some Christians in those fields would sometimes do well to do those things, but it is a mistake to think that the Christian worldview is operating only when we are doing such overtly Christian activities. Instead, think of the gospel as a set of glasses through which you “look” at everything else in the world. Christian artists, when they do this faithfully, will not be completely beholden either to profit or to naked self-expression; and they will tell the widest variety of stories. Christians in business will see profit as only one of several bottom lines; and they will work passionately for any kind of enterprise that serves the common good. The Christian writer can constantly be showing the destructiveness of making something besides God into the central thing, even without mentioning God directly.

In education, we need to begin paying attention to matters routinely ignored. We spend long hours trying to teach a variety of courses on, say, the structure of government or the structure of the amoeba. But how much effort goes into studying the structure of everyday life — the way time is allocated, the personal uses of money, the places to go for help in a society exploding with complexity? We take for granted that young people already know their way around our social structure. In fact, most have only the dimmest image of the way the world of work or business is organized. Most students have no conception of the architecture of their own city's economy, or the way the local bureaucracy operates, or the place to go to lodge a complaint against a merchant. Most do not even understand how their own schools — even universities — are structured, let alone how much structures are changing under the impact of the Third Wave.

I do not pretend to give such a sum; I only lend it to you. When you shall return to your country with a good character, you cannot fail of getting into some business, that will in time enable you to pay all your debts. In that case, when you meet with another honest man in similar distress, you must pay me by lending this sum to him; enjoining him to discharge the debt by a like operation, when he shall be able, and shall meet with such another opportunity. I hope it may thus go through many hands, before it meets with a knave that will stop its progress. This is a trick of mine for doing a deal of good with a little money.

After the stock market crash, some New York editors suggested that hearings be held: what had really caused the Depression? They were held in Washington. In retrospect, they make the finest comic reading. The leading industrialists and bankers testified. They hadn’t the foggiest notion what had gone bad. You read a transcript of that record today with amazement: that they could be so unaware. This was their business, yet they didn’t understand the operation of the economy. The only good witnesses were the college professors, who enjoyed a bad reputation in those years. No professor was supposed to know anything practical about the economy.

Basically, CEOs have five essential choices for deploying capital—investing in existing operations, acquiring other businesses, issuing dividends, paying down debt, or repurchasing stock—and three alternatives for raising it—tapping internal cash flow, issuing debt, or raising equity. Think of these options collectively as a tool kit. Over the long term, returns for shareholders will be determined largely by the decisions a CEO makes in choosing which tools to use (and which to avoid) among these various options. Stated simply, two companies with identical operating results and different approaches to allocating capital will derive two very different long-term outcomes for shareholders.

As for the public, the PR man, like the advertising expert and others who deal with people in the lump, including a number of would-be-statesmen and redeemers-at-large, conceive of that body as composed of non-ideographic units which are to be regarded not as ourselves but as, ultimately, gadgets of electrochemical circuitry operated by a push-button system of remote control. In fact, in dealing with the public in a purely technological society, the very notion of self is bypassed by various appeals to an undifferentiated unconscious, such appeals often having little or no relation to the vendible object or idea; in this connection history gives us to contemplate the fact that the psychologist J.B. Watson, the founder of American behaviorism, wound up in the advertising business. So history may become parable.

Cleopatra moreover came of age in a country that entertained a singular definition of women’s roles. Well before her and centuries before the arrival of the Ptolemies, Egyptian women enjoyed the right to make their own marriages. Over time their liberties had increased, to levels unprecedented in the ancient world. They inherited equally and held property independently. Married women did not submit to their husbands’ control. They enjoyed the right to divorce and to be supported after a divorce. Until the time an ex-wife’s dowry was returned, she was entitled to be lodged in the house of her choice. Her property remained hers; it was not to be squandered by a wastrel husband. The law sided with the wife and children if a husband acted against their interests. Romans marveled that in Egypt female children were not left to die; a Roman was obligated to raise only his first-born daughter. Egyptian women married later than did their neighbors as well, only about half of them by Cleopatra’s age. They loaned money and operated barges. They served as priests in the native temples. They initiated lawsuits and hired flute players. As wives, widows, or divorcées, they owned vineyards, wineries, papyrus marshes, ships, perfume businesses, milling equipment, slaves, homes, camels. As much as one third of Ptolemaic Egypt may have been in female hands.

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

Much of what we do arises from automatic programming that bypasses conscious awareness and may even run contrary to our intentions, as Dr. Schwartz points out: The passive side of mental life, which is generated solely and completely by brain mechanisms, dominates the tone and tenor of our day-to-day, even our second-to-second experience. During the quotidian business of daily life, the brain does indeed operate very much as a machine does. Decisions that we may believe to be freely made can arise from unconscious emotional drives or subliminal beliefs. They can be dictated by events of which we have no recollection. The stronger a person’s automatic brain mechanisms and the weaker the parts of the brain that can impose conscious control, the less true freedom that person will be able to exercise in her life. In OCD, and in many other conditions, no matter how intelligent and well-meaning the individual, the malfunctioning brain circuitry may override rational judgment and intention. Almost any human being when overwhelmed by stress or powerful emotions, will act or react not from intention but from mechanisms that are set off deep in the brain, rather than being generated in the conscious and volitional segments of the cortex. When acting from a driven or triggered state, we are not free.

As I look back on my own life, I recognize that some of the greatest gifts I received from my parents stemmed not from what they did for me—but rather from what they didn’t do for me. One such example: my mother never mended my clothes. I remember going to her when I was in the early grades of elementary school, with holes in both socks of my favorite pair. My mom had just had her sixth child and was deeply involved in our church activities. She was very, very busy. Our family had no extra money anywhere, so buying new socks was just out of the question. So she told me to go string thread through a needle, and to come back when I had done it. That accomplished—it took me about ten minutes, whereas I’m sure she could have done it in ten seconds—she took one of the socks and showed me how to run the needle in and out around the periphery of the hole, rather than back and forth across the hole, and then simply to draw the hole closed. This took her about thirty seconds. Finally, she showed me how to cut and knot the thread. She then handed me the second sock, and went on her way. A year or so later—I probably was in third grade—I fell down on the playground at school and ripped my Levi’s. This was serious, because I had the standard family ration of two pairs of school trousers. So I took them to my mom and asked if she could repair them. She showed me how to set up and operate her sewing machine, including switching it to a zigzag stitch; gave me an idea or two about how she might try to repair it if it were she who was going to do the repair, and then went on her way. I sat there clueless at first, but eventually figured it out. Although in retrospect these were very simple things, they represent a defining point in my life. They helped me to learn that I should solve my own problems whenever possible; they gave me the confidence that I could solve my own problems; and they helped me experience pride in that achievement. It’s funny, but every time I put those socks on until they were threadbare, I looked at that repair in the toe and thought, “I did that.” I have no memory now of what the repair to the knee of those Levi’s looked like, but I’m sure it wasn’t pretty. When I looked at it, however, it didn’t occur to me that I might not have done a perfect mending job. I only felt pride that I had done it. As for my mom, I have wondered what

Modern elevators are strange and complex entities. The ancient electric winch and “maximum-capacity-eight-persons" jobs bear as much relation to a Sirius Cybernetics Corporation Happy Vertical People Transporter as a packet of mixed nuts does to the entire west wing of the Sirian State Mental Hospital. This is because they operate on the curious principle of “defocused temporal perception.” In other words they have the capacity to see dimly into the immediate future, which enables the elevator to be on the right floor to pick you up even before you knew you wanted it, thus eliminating all the tedious chatting, relaxing and making friends that people were previously forced to do while waiting for elevators. Not unnaturally, many elevators imbued with intelligence and precognition became terribly frustrated with the mindless business of going up and down, up and down, experimented briefly with the notion of going sideways, as a sort of existential protest, demanded participation in the decision-making process and finally took to squatting in basements sulking. An impoverished hitchhiker visiting any planets in the Sirius star system these days can pick up easy money working as a counselor for neurotic elevators.

Try, if you can, not to talk as if colors emanated from a single physical phenomenon. Keep in mind the effects of all the various surfaces, volumes, light-sources, films, expanses, degrees of solidity, solubility, temperature, elasticity, on color. Think of an object's capacity to emit, reflect, absorb, transmit, or scatted light; think of "the operation of light on a feather." Ask yourself, what is the color of a puddle? Is your blue sofa still blue when you stumble past it on your way to the kitchen for water in the middle of the night; is it still blue if you don't get up, and no one enters the room to see it? Fifteen says after we are born, we begin to discriminate against colors. For the rest of our lives, barring blunted or blinded sight, we find ourselves face-to-face with all these phenomena at once, and we call the whole shimmering mess "color." You might even say that it is the business of the eye to make colored forms out of what is essentially shimmering. This is how we "get around" in the world. Some might also call it the source of our suffering.

Every telecomm company is as big a corporate welfare bum as you could ask for. Try to imagine what it would cost at market rates to go around to every house in every town in every country and pay for the right to block traffic and dig up roads and erect poles and string wires and pierce every home with cabling. The regulatory fiat that allows these companies to get their networks up and running is worth hundreds of billions, if not trillions, of dollars. If phone companies want to operate in the “free market,” then let them: the FCC could give them 60 days to get all their rotten copper out of our dirt, or we’ll buy it from them at the going scrappage rates. Then, let’s hold an auction for the right to be the next big telecomm company, on one condition: in exchange for using the public’s rights-of-way, you have to agree to connect us to the people we want to talk to, and vice-versa, as quickly and efficiently as you can.

There were usually not nearly as many sick people inside the hospital as Yossarian saw outside the hospital, and there were generally fewer people inside the hospital who were seriously sick. There was a much lower death rate inside the hospital than outside the hospital, and a much healthier death rate. Few people died unnecessarily. People knew a lot more about dying inside the hospital and made a much neater job of it. They couldn’t dominate Death inside the hospital, but they certainly made her behave. They had taught her manners. They couldn’t keep Death out, but while she was there she had to act like a lady. People gave up the ghost with delicacy and taste inside the hospital. There was none of that crude, ugly ostentation about dying that was so common outside of the hospital. They did not blow-up in mid-air like Kraft or the dead man in Yossarian’s tent, or freeze to death in the blazing summertime the way Snowden had frozen to death after spilling his secret to Yossarian in the back of the plane. “I’m cold,” Snowden had whimpered. “I’m cold.” “There, there,” Yossarian had tried to comfort him. “There, there.” They didn’t take it on the lam weirdly inside a cloud the way Clevinger had done. They didn’t explode into blood and clotted matter. They didn’t drown or get struck by lightning, mangled by machinery or crushed in landslides. They didn’t get shot to death in hold-ups, strangled to death in rapes, stabbed to death in saloons, blugeoned to death with axes by parents or children, or die summarily by some other act of God. Nobody choked to death. People bled to death like gentlemen in an operating room or expired without comment in an oxygen tent. There was none of that tricky now-you-see-me-now-you-don’t business so much in vogue outside the hospital, none of that now-I-am-and-now-I-ain’t. There were no famines or floods. Children didn’t suffocate in cradles or iceboxes or fall under trucks. No one was beaten to death. People didn’t stick their heads into ovens with the gas on, jump in front of subway trains or come plummeting like dead weights out of hotel windows with a whoosh!, accelerating at the rate of thirty-two feet per second to land with a hideous plop! on the sidewalk and die disgustingly there in public like an alpaca sack full of hairy strawberry ice cream, bleeding, pink toes awry.

As the manager of my hedge fund, I’ve shorted the stocks of over two hundred companies that have eventually gone bankrupt. Many of these businesses started out with promising, even inspired ideas: natural cures for common diseases, for example, or a cool new kind of sporting goods product. Others were once-thriving organizations trying to rebound from hard times. Despite their differences, they all failed because their leaders made one or more of six common mistakes that I look for: They learned from only the recent past. They relied too heavily on a formula for success. They misread or alienated their customers. They fell victim to a mania. They failed to adapt to tectonic shifts in their industries. They were physically or emotionally removed from their companies’ operations.

As far as we can tell, from a purely scientific viewpoint, human life has absolutely no meaning. Humans are the outcome of blind evolutionary processes that operate without goal or purpose. Our actions are not part of some divine cosmic plan, and if planet Earth were to blow up tomorrow morning, the universe would probably keep going about its business as usual. As far as we can tell at this point, human subjectivity would not be missed. Hence any meaning that people ascribe to their lives is just a delusion. The other-worldly meanings medieval people found in their lives were no more deluded than the modern humanist, nationalist and capitalist meanings modern people find. The scientist who says her life is meaningful because she increases the store of human knowledge, the soldier who declares that his life is meaningful because he fights to defend his homeland, and the entrepreneur who finds meaning in building a new company are no less delusional than their medieval counterparts who found meaning in reading scriptures, going on a crusade or building a new cathedral. So perhaps happiness is synchronising one’s personal delusions of meaning with the prevailing collective delusions. As long as my personal narrative is in line with the narratives of the people around me, I can convince myself that my life is meaningful, and find happiness in that conviction. This is quite a depressing conclusion. Does happiness really depend on self-delusion?

The human being is given by Nature little more energy than what is needed to maintain the species; to reproduce and to live out our (very short) spans. But if we want to be fit for the journey up and out of the limits of ordinary life, we have to learn not to waste energy. Which we do by busying ourselves too much with material things, and by using our minds in wasteful and damaging ways. You will have seen that I am describing concepts familiar to us from religions, put here in a different context, rescued from being 'sins' or sources of guilt, reintroduced, simply, as tools. It is not 'wicked' to eat and drink too much, not a 'sin' to be envious, but gluttony makes 'the Way' difficult; and thoughts of enmity keep the mind in a seethe, making subtler inputs impossible. And, besides, laws operate that we have not been taught about, whether we have had the benefits of religions or not. Thoughts of anger, jealousy, enmity, revenge, bring retribution. There is nothing theoretical about this: slowly you learn to see patterns where before you saw nothing, because you were over-emotional.

The powers of financial capitalism had another far-reaching aim, nothing less than to create a world system of financial control in private hands able to dominate the political system of each country and the economy of the world as a whole. This system was to be controlled in a feudalistic fashion by the central banks of the world acting in concert, by secret agreements arrived at in frequent meetings and conferences. The apex of the systems was to be the Bank for International Settlements in Basel, Switzerland, a private bank owned and controlled by the worlds central banks which were themselves private corporations. Each central bank...sought to dominate its government by its ability to control Treasury loans, to manipulate foreign exchanges, to influence the level of economic activity in the country, and to influence co-operative politicians by subsequent economic rewards in the business world.” Carroll Quigley

American planes full of holes and wounded men and corpses took off backwards from an airfield in England. Over France a few German fighter planes flew at them backwards sucked bullets and shell fragments from some of the planes and crewmen. They did the same for wrecked American bombers on the ground and those planes flew up backwards to join the formation. The formation flew backwards over a German city that was in flames. The bombers opened their bomb bay doors exerted a miraculous magnetism which shrunk the fires gathered them into cylindrical steel containers and lifted the containers into the bellies of the planes. The containers were stored neatly in racks. The Germans below had miraculous devices of their own which were long steel tubes. They used them to suck more fragments from the crewmen and planes. But there were still a few wounded Americans though and some of the bombers were in bad repair. Over France though German fighters came up again made everything and everybody as good as new. When the bombers got back to their base the steel cylinders were taken from the racks and shipped back to the United States of America where factories were operating night and day dismantling the cylinders separating the dangerous contents into minerals. Touchingly it was mainly women who did this work. The minerals were then shipped to specialists in remote areas. It was their business to put them into the ground to hide them cleverly so they would never hurt anybody ever again.

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The blackest chapter in the history of this State will be the Indian guardianship over these estates,” an Osage leader said, adding, “There has been millions—not thousands—but millions of dollars of many of the Osages dissipated and spent by the guardians themselves.” This so-called Indian business, as White discovered, was an elaborate criminal operation, in which various sectors of society were complicit. The crooked guardians and administrators of Osage estates were typically among the most prominent white citizens: businessmen and ranchers and lawyers and politicians. So were the lawmen and prosecutors and judges who facilitated and concealed the swindling (and, sometimes, acted as guardians and administrators themselves). In 1924, the Indian Rights Association, which defended the interests of indigenous communities, conducted an investigation into what it described as “an orgy of graft and exploitation.” The group documented how rich Indians in Oklahoma were being “shamelessly and openly robbed in a scientific and ruthless manner” and how guardianships were “the plums to be distributed to the faithful friends of the judges as a reward for their support at the polls.” Judges were known to say to citizens, “You vote for me, and I will see that you get a good guardianship.” A white woman married to an Osage man described to a reporter how the locals would plot: “A group of traders and lawyers sprung up who selected certain Indians as their prey. They owned all the officials…. These men had an understanding with each other. They cold-bloodedly said, ‘You take So-and-So, So-and-So and So-and-So and I’ll take these.’ They selected Indians who had full headrights and large farms.

The Chicago literary tradition is born not out of its Universities, but out of the sports desk and the city desk of its newspapers. Hemingway revolutionized English prose. His inspiration was the telegraph, whose use, at Western Union, taught this: every word costs something, This, of course, is the essence of poetry, which is the essence of great prose. Chicagoan literature came from the newspaper, whose purpose, in those days, was to Tell What Happened. Hemingway's epiphany was reported, earlier, by Keats as " 'Beauty is truth, truth beauty' --that is all ye know earth, and all ye need to know." I would add to Keats' summation only this: "Don't let the other fellow piss on your back and tell you it's raining." I believe one might theoretically forgive one who cheats at business, but never one who cheats at cards; for business adversaries operate at arm's length, the cardplayer under the strict rules of the game, period. That was my first political epiphany. And now, I have written a political book. What are the qualifications for a Political Writer? They are, I believe, the same as those of an aspiring critic: an inability to write for the Sports Page.

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The effects of the division of labour, in the general business of society, will be more easily understood by considering in what manner it operates in some particular manufactures. It is commonly supposed to be carried furthest in some very trifling ones; not perhaps that it really is carried further in them than in others of more importance: but in those trifling manufactures which are destined to supply the small wants of but a small number of people, the whole number of workmen must necessarily be small; and those employed in every different branch of the work can often be collected into the same workhouse, and placed at once under the view of the spectator. In those great manufactures, on the contrary, which are destined to supply the great wants of the great body of the people, every different branch of the work employs so great a number of workmen that it is impossible to collect them all into the same workhouse. We can seldom see more, at one time, than those employed in one single branch. Though in such manufactures, therefore, the work may really be divided into a much greater number of parts than in those of a more trifling nature, the division is not near so obvious, and has accordingly been much less observed.

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.

I had ceased to be a writer of tolerably poor tales and essays, and had become a tolerably good Surveyor of the Customs. That was all. But, nevertheless, it is any thing but agreeable to be haunted by a suspicion that one's intellect is dwindling away; or exhaling, without your consciousness, like ether out of a phial; so that, at every glance, you find a smaller and less volatile residuum. Of the fact, there could be no doubt; and, examining myself and others, I was led to conclusions in reference to the effect of public office on the character, not very favorable to the mode of life in question. In some other form, perhaps, I may hereafter develop these effects. Suffice it here to say, that a Custom-House officer, of long continuance, can hardly be a very praiseworthy or respectable personage, for many reasons; one of them, the tenure by which he holds his situation, and another, the very nature of his business, which—though, I trust, an honest one—is of such a sort that he does not share in the united effort of mankind. An effect—which I believe to be observable, more or less, in every individual who has occupied the position—is, that, while he leans on the mighty arm of the Republic, his own proper strength departs from him. He loses, in an extent proportioned to the weakness or force of his original nature, the capability of self-support. If he possess an unusual share of native energy, or the enervating magic of place do not operate too long upon him, his forfeited powers may be redeemable. The ejected officer—fortunate in the unkindly shove that sends him forth betimes, to struggle amid a struggling world—may return to himself, and become all that he has ever been. But this seldom happens. He usually keeps his ground just long enough for his own ruin, and is then thrust out, with sinews all unstrung, to totter along the difficult footpath of life as he best may. Conscious of his own infirmity,—that his tempered steel and elasticity are lost,—he for ever afterwards looks wistfully about him in quest of support external to himself. His pervading and continual hope—a hallucination, which, in the face of all discouragement, and making light of impossibilities, haunts him while he lives, and, I fancy, like the convulsive throes of the cholera, torments him for a brief space after death—is, that, finally, and in no long time, by some happy coincidence of circumstances, he shall be restored to office. This faith, more than any thing else, steals the pith and availability out of whatever enterprise he may dream of undertaking. Why should he toil and moil, and be at so much trouble to pick himself up out of the mud, when, in a little while hence, the strong arm of his Uncle will raise and support him? Why should he work for his living here, or go to dig gold in California, when he is so soon to be made happy, at monthly intervals, with a little pile of glittering coin out of his Uncle's pocket? It is sadly curious to observe how slight a taste of office suffices to infect a poor fellow with this singular disease. Uncle Sam's gold—meaning no disrespect to the worthy old gentleman—has, in this respect, a quality of enchantment like that of the Devil's wages. Whoever touches it should look well to himself, or he may find the bargain to go hard against him, involving, if not his soul, yet many of its better attributes; its sturdy force, its courage and constancy, its truth, its self-reliance, and all that gives the emphasis to manly character.

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