Collaborative Working Quotes

I heard this girl worked for Bishop,' said one of the guys, who had a tire iron resting on his shoulder. 'Carrying around his death warrants. Like one of those Nazi collaborators.' 'You heard wrong,' Shane said. 'She’s my girl. Now back off.' 'Let’s hear from her,' said the leader of the pack, and locked stares with Claire. 'So? You working for the vamps?' Shane sent her a quick, warning glance. Claire took in a deep breath and said, 'Absolutely.' 'Ah hell,' Shane breathed. 'Okay, then. Run.

I dont work with collectives. I don't consult, i don't co-operate, I don't collaborate.

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

Collaboration is the essence of life. The wind, bees and flowers work together, to spread the pollen.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

In the end all collaborations are love stories.

A partner's different perspective is valuable, but the very fact that it is different means that it will require work, humility, time, and resources to incorporate that perspective. At times, this will require checking one's pride at the door.

As Christians, we should be the best collaborators in the world. We should be quick to find unlikely allies and subversive friends, like Jesus did.

Collaborating on a film script involves two people sitting in a room separated by the silence of two minds working together.

People are more likely to remember the great social interaction they had with a colleague than the great meeting they both attended.

Empathy underlies virtually everything that makes society work—like trust, altruism, collaboration, love, charity. Failure to empathize is a key part of most social problems—crime, violence, war, racism, child abuse, and inequity, to name just a few.

After mutual respect and understanding are achieved, it is possible to establish real, sincere relationships, which is the foundation of a solid long-term collaboration.

working with urself is always the most dificult collaboration.

Everyone I have spoken with about working with the Russians in space exploration believes that the United States has learned a great deal from Russia and that Russia has learned a great deal from the United States – and that the entire international space partnership is much better because of it.

Perhaps the answer is that it is necessary to slow down, finally giving up on economistic fanaticism and collectively rethink the true meaning of the word “wealth.” Wealth does not mean a person who owns a lot, but refers to someone who has enough time to enjoy what nature and human collaboration place within everyone’s reach. If the great majority of people could understand this basic notion, if they could be liberated from the competitive illusion that is impoverishing everyone’s life, the very foundations of capitalism, would start to crumble (p. 169).

This book argues that staying alive—for every species—requires livable collaborations. Collaboration means working across difference, which leads to contamination. Without collaborations, we all die.

Separately is probably how I work best with everyone, to be honest. I'm an introvert who likes people: I want to collaborate on the whole, but do my part individually.

That was the damnedest thing about these demonic collaborator types. Even though they didn't work out and practice, they still got to run faster than we dedicated roadsters who actually sweated and strained for our ability to haul ass. Jerks.

The only way to maximize group creativity—to make the whole more than the sum of its parts—is to encourage a candid discussion of mistakes. In part, this is because the acceptance of error reduces cost. When you believe your flaws will be quickly corrected by the group, you're less worried about perfecting your contribution, which leads to a more candid conversation. We can only get it right when we talk about what we got wrong.

Don’t sign on for more problems than you must. Resist the temptation to involve yourself in other people’s zones of expertise and responsibility. Monitor troublesome situations if you need to, but don’t insert yourself unless you’re running out of time and a solution is nowhere in sight. In short, stifle your inner control freak.

That was what collaboration meant for Steve Woz: the ability to share a donut and a brainwave with his laid-back, nonjudgmental, poorly dressed colleagues—who minded not a whit when he disappeared into his cubicle to get the real work done.

1+1=3. Two people who collaborate well will be about three times as effective as each of them operating independently,

Clarity, especially in poetry, requires conceiving of your work as a collaborative act of imagination with the audience, thus affording them the deepest respect.

The creation continues incessantly through the media of man. But man does not create...he discovers. Those who look for the laws of Nature as a support for their new works collaborate with the creator. Copiers do not collaborate. Because of this, originality consists in returning to the origin.

I believe that inspiration will always try its best to work with you—but if you are not ready or available, it may indeed choose to leave you and to search for a different human collaborator.

As women must be more empowered at work, men must be more empowered at home. I have seen so many women inadvertently discourage their husbands from doing their share by being too controlling or critical. Social scientists call this "maternal gatekeeping" which is a fancy term for "Ohmigod, that's not the way you do it! Just move aside and let me!"...Anyone who wants her mate to be a true partner must treat him as an equal--and equally capable partner. And if that's note reason enough, bear in mind that a study found that wives who engage in gatekeeping behaviors do five more hours of family work per week than wives who take a more collaborative approach. Another common and counterproductive dynamic occurs when women assign or suggest taks to their partners. She is delegating, and that's a step in the right direction. But sharing responsibility should mean sharing responsibility. Each partner needs to be in charge of specific activities or it becomes too easy for one to feel like he's doing a favor instead of doing his part.

Collaborative workshops and writers' peer groups hadn't been invented when I was young. They're a wonderful invention. They put the writer into a community of people all working at the same art, the kind of group musicians and painters and dancers have always had.

Peering succeeds because it leverages self-organization—a style of production that works more effectively than hierarchical management for certain tasks.

Collaboration begins with mutual understanding and respect.

For every great idea, the opposite idea is also true.

First and foremost is that creativity is a collaborative process. Innovation comes from teams more often than from the lightbulb moments of lone geniuses. This was true of every era of creative ferment. The Scientific Revolution, the Enlightenment, and the Industrial Revolution all had their institutions for collaborative work and their networks for sharing ideas.

A fundamental approach to life transformation is using social media for therapy; it forces you to have an opinion, provides intellectual stimulation, increases awareness, boosts self-confidence, and offers the possibility of hope.

All I know for certain is that this is how I want to spend my life—collaborating to the best of my ability with forces of inspiration that I can neither see, nor prove, nor command, nor understand. It’s a strange line of work, admittedly. I cannot think of a better way to pass my days.

Books are portals for the imagination, whether one is reading or writing, and unless one is keeping a private journal, writing something that no one is likely to read is like trying to have a conversation when you’re all alone. Readers extend and enhance the writer’s created work, and they deepen the colors of it with their own imagination and life experiences. In a sense, there’s a revision every time one's words are read by someone else, just as surely as there is whenever the writer edits. Nothing is finished or completely dead until both sides quit and it’s no longer a part of anyone’s thoughts. So it seems almost natural that a lifelong avid reader occasionally wants to construct a mindscape from scratch after wandering happily in those constructed by others. If writing is a collaborative communication between author and reader, then surely there’s a time and a place other than writing reviews for readers to 'speak' in the human literary conversation.

The moment has come to give fascism a usable short handle, even though we know that it encompasses its subject no better than a snapshot encompasses a person. Fascism may be defined as a form of political behavior marked by obsessive preoccupation with community decline, humiliation, or victimhood and by compensatory cults of unity, energy, and purity, in which a mass-based party of committed nationalist militants, working in uneasy but effective collaboration with traditional elites, abandons democratic liberties and pursues with redemptive violence and without ethical or legal restraints goals of internal cleansing and external expansion.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

One of the goals of this show is to have a much more genuinely global perspective [...] This really is a global, collaborative endeavor [...] There is a shared working condition that's universal, and there are overlapping trajectories and aspirations and we can learn from each other.

Consciously or not, we feel and internalize what the space tells us about how to work. When you walk into most offices, the space tells you that it's meant for a group of people to work alone. Closed-off desks sprout off of lonely hallways, and in a few obligatory conference rooms a huge table ensures that people are safely separated from one another.

The online music magazine Pitchfork once wrote that I would collaborate with anyone for a bag of Doritos.

As people think and work together, a fabric of shared meaning comes into being.

My group has to do the Eighth Amendment, which is the one about cruel and unusual punishment. I'm not sure why group work isn't counted in that amendment.

People need to feel safe to be who they are—to speak up when they have an idea, or to speak out when they feel something isn't right.

As a collaborative leader, you support people in their work—you remove roadblocks and help them win.

scientific study and reflection had taught us that the known universe of three dimensions embraces the merest fraction of the whole cosmos of substance and energy.

Again she missed God. She had shared everything with him. From childhood she had gone to him with every question, doubt, delight, and triumph. He had accompanied every advance in her thinking; in action he had been her daily collaborator. But God was gone. This was something she was going to have to work out by herself.

Every article and review and book that I have ever published has constituted an appeal to the person or persons to whom I should have talked before I dared to write it. I never launch any little essay without the hope—and the fear, because the encounter may also be embarrassing—that I shall draw a letter that begins, 'Dear Mr. Hitchens, it seems that you are unaware that…' It is in this sense that authorship is collaborative with 'the reader.' And there's no help for it: you only find out what you ought to have known by pretending to know at least some of it already. It doesn't matter how obscure or arcane or esoteric your place of publication may be: some sweet law ensures that the person who should be scrutinizing your work eventually does do so.

I can't emphasize this idea enough. Getting involved with your collaborator's problems almost always distracts you from your own. That can be tempting. That can be a relief. But it usually leads to disaster.

William Shakespeare (baptised 26 April 1564 – died 23 April 1616) was an English poet and playwright, widely regarded as the greatest writer in the English language and the world's pre-eminent dramatist. He is often called England's national poet and the "Bard of Avon" (or simply "The Bard"). His surviving works consist of 38 plays, 154 sonnets, two long narrative poems, and several other poems. His plays have been translated into every major living language, and are performed more often than those of any other playwright. Shakespeare was born and raised in Stratford-upon-Avon. At the age of 18 he married Anne Hathaway, who bore him three children: Susanna, and twins Hamnet and Judith. Between 1585 and 1592 he began a successful career in London as an actor, writer, and part owner of the playing company the Lord Chamberlain's Men, later known as the King's Men. He appears to have retired to Stratford around 1613, where he died three years later. Few records of Shakespeare's private life survive, and there has been considerable speculation about such matters as his sexuality, religious beliefs, and whether the works attributed to him were written by others. Shakespeare produced most of his known work between 1590 and 1613. His early plays were mainly comedies and histories, genres he raised to the peak of sophistication and artistry by the end of the sixteenth century. Next he wrote mainly tragedies until about 1608, including Hamlet, King Lear, and Macbeth, considered some of the finest examples in the English language. In his last phase, he wrote tragicomedies, also known as romances, and collaborated with other playwrights. Many of his plays were published in editions of varying quality and accuracy during his lifetime, and in 1623 two of his former theatrical colleagues published the First Folio, a collected edition of his dramatic works that included all but two of the plays now recognised as Shakespeare's. Shakespeare was a respected poet and playwright in his own day, but his reputation did not rise to its present heights until the nineteenth century. The Romantics, in particular, acclaimed Shakespeare's genius, and the Victorians hero-worshipped Shakespeare with a reverence that George Bernard Shaw called "bardolatry". In the twentieth century, his work was repeatedly adopted and rediscovered by new movements in scholarship and performance. His plays remain highly popular today and are consistently performed and reinterpreted in diverse cultural and political contexts throughout the world. Source: Wikipedia

Collaborations work best this way; when there's a mutual desire to see what the other side adds. You know that what you're making on your own has value but the sum is more than the parts and every part knows it.

Think about your favourite work and your creative heroes. What did they miss? What didn't they make? What could've been made better? If they were still alive, what would they be making today? If all your favourite makers got together and collaborated, what would they make with you leading the crew?

Then there’s the issue of cognitive capacity. Deep work is exhausting because it pushes you toward the limit of your abilities. Performance psychologists have extensively studied how much such efforts can be sustained by an individual in a given day.* In their seminal paper on deliberate practice, Anders Ericsson and his collaborators survey these studies. They note that for someone new to such practice (citing, in particular, a child in the early stages of developing an expert-level skill), an hour a day is a reasonable limit. For those familiar with the rigors of such activities, the limit expands to something like four hours, but rarely more.

I vividly remember going to Google Docs, opening a document at the same time other students were working on it, and seeing their differently colored cursors moving around the screen, typing new words and making edits in real time. It was an epiphany.

life, matter, and vitality, as the earth knows such things, are not necessarily constant; and that time and space do not exist as our waking selves comprehend them. Sometimes I believe that this less material life is our truer life, and that our vain presence on the terraqueous globe is itself the secondary or merely virtual phenomenon.

The future will be envisioned and built collaboratively—or not at all.

social loafing’ – the widespread tendency of individuals to decrease their own effort when they start working collaboratively.

creativity is always, in some sense, a collaboration, the result of a mind connected to other minds.

Those who look for the laws of Nature as a support for their new works collaborate with the creator

For by giving it some hard thought, by considering the whole thing calmly, I could see that the trouble with the guillotine was that you had no chance at all, absolutely none. The fact was that it had been decided once and for all that the patient was to die. It was an open-and-shut case, a fixed arrangement, a tacit agreement that there was no question of going back on. If by some extraordinary chance the blade failed, they would just start over. So the thing that bothered me most was that the condemned man had to hope the machine would work the first time. And I say that's wrong. And in a way I was right. But in another way I was forced to admit that that was the whole secret of good organization. In other words, the condemned man was forced into a kind of moral collaboration. It was in his interest that everything go off without a hitch.

The problem with enemyfying is not that we never have enemies: we often face people and situations that present us with difficulties and dangers. Moreover, any effort we make to effect change in the world will create discomfort, resistance, and opposition. The real problem with enemyfying is that it distracts and unbalances us. We cannot avoid others whom we find challenging, so we need to focus simply on deciding, given these challenges, what we ourselves will do next.

I define hope as a narcotic. It courses through our veins, igniting ideas and feelings and emotions that all work in collaboration to produce a better tomorrow, while leaving today but a distant memory. The essence of its unknown and unseen promise is beautiful and addicting to those who are in need of its satiating grace. The dependence on the idea of possibility can become a crutch however; an excuse for ignoring the here and now. It can swiftly morph from a therapeutic escape to an addictive obsession that somewhere over the rainbow lies the answer that will make everything right again. I am thankful to call myself a true addict to hope's mind altering panacea. Its blissful nirvana can seem both inconceivably irrational yet entirely fathomable to anyone lost in a sea of uncertainty. Just as age brings wisdom, experience brings the understanding that no matter what pot of gold lies at the end of your hopeful rainbow, the relief it casts over tragedy and heartache is the power behind its true magic. To the hope that resides in the depths of my being, thank you.

It is astounding that Google, whose corporate philosophy is ‘don’t be evil,’ would enable evil by cooperating with China’s censorship policies just to make a buck,” he said in a press release. “… Many Chinese have suffered imprisonment and torture in the service of truth—and now Google is collaborating with their persecutors.

Studies show that one third to one half of us are introverts. This means that you have more introverted kids in your class than you think. Even at a young age, some introverts become adept at acting like extroverts, making it tough to spot them. Balance teaching methods to serve all the kids in your class. Extroverts tend to like movement, stimulation, collaborative work. Introverts prefer lectures, downtime, and independent projects. Mix it up fairly.

All of us are working on the same project. Some consciously, with understanding; some without knowing it. (I think this is what Heraclitus meant when he said that “those who sleep are also hard at work”—that they too collaborate in what happens.) Some of us work in one way, and some in others. And those who complain and try to obstruct and thwart things—they help as much as anyone. The world needs them as well. So make up your mind who you’ll choose to work with. The force that directs all things will make good use of you regardless—will put you on its payroll and set you to work. But make sure it’s not the job Chrysippus speaks of: the bad line in the play, put there for laughs.

Science is a field which grows continuously with ever expanding frontiers. Further, it is truly international in scope. Any particular advance has been preceded by the contributions of those from many lands who have set firm foundations for further developments. The Nobel awards should be regarded as giving recognition to this general scientific progress as well as to the individuals involved. Further, science is a collaborative effort. The combined results of several people working together is often much more effective than could be that of an individual scientist working alone.

The research we do at the local level - collaboratively - is what makes formal, outside research work. Outside research cannot be installed like a car part - it has to be fitted, adjusted, and refined for the school contexts we workd in.

To do exciting, empowering research and leave it in academic journals and university libraries is like manufacturing unaffordable medicines for deadly diseases. We need to share our work in ways that people can assimilate, not in the private languages and forms of scholars...Those who are hungriest for what we dig up don't read scholarly journals and shouldn't have to. As historians we need to either be artists and community educations or find people who are and figure out how to collaborate with them. We can work with community groups to create original public history projects that really involved people. We can see to it that our work gets into at least the local popular culture through theater, murals, historical novels, posters, films, children's books, or a hundred other art forms. We can work with elementary and high school teachers to create curricula. Medicinal history is a form of healing and its purposes are conscious and overt.

What is hope? Is it the ambition of discovering for the first time what the carnal definition of physical love is without understanding the concept of true passion? Or is it imagination running wild and free fueled by the dram that tonight will last forever and tomorrows will always come as you are blinded by the brilliance of another's smile? Is it a theory of inevitability that relies on fate or destiny bringing two souls together for their one shot at true and unbridled happiness? Or is it a plea to erase a past that used to hold the potential for limitless smiles and endless laughs? I define hope as a narcotic. It courses through our veins, igniting ideas and feelings and emotions that all work in collaboration to produce a better tomorrow, while leaving today, but a distant memory. The essence of its unknown and unseen promise is beautiful and addicting to those who are in need of its satiating grace. The dependence on the idea of possibility can become a crutch however; an excuse for ignoring the here and now. It can swiftly morph from a therapeutic escape to an addictive obsession that somewhere over the rainbow lies the answer that will make everything right again. I am thankful to call myself a true addict to hope's mind altering panacea. It's blissful nirvana can seem both inconceivably irrational yet entirely fathomable to anyone lost in a sea of uncertainty. Just as age brings wisdom, experience brings the understanding that no matter what pot of gold lies at the end of your hopeful rainbow, the relief it casts over tragedy and heartache is the power behind it's true magic. To the hope that resides in the depths of my being, thank you.......

Indeed we also work, but we are only collaborating with God who works, for his mercy has gone before us. It has gone before us so that we may be healed, and follows us so that once healed, we may be given life; it goes before us so that we may be called, and follows us so that we may be glorified; it goes before us so that we may live devoutly, and follows us so that we may always live with God: for without him we can do nothing.

The actual rewards that come from arguing with other people have nothing to do with winning and losing. A good argument helps us refine our own ideas and discover where our reasoning is the weakest. Other people's opposition can help us turn our own half-formed ideas into clear assertions backed by solid reasoning. And setting our ideas and opinions against someone else's helps us know each other better, which makes us better friends. We get these benefits from arguments when we collaborate with a partner. We do not get them when we try to destroy an enemy. That is how non-zero-sum games work.

No one was who they appeared to be in those days, mademoiselle. The Thierrys seemed to be collaborators, for example, so who would have thought that they were actually working with de Vogüé to undermine the Germans? At Piper-Heidsieck, the owners were hiding guns. At Krug, they were hiding pilots.” He tapped the base of Liv’s glass and added, “This champagne represents history, my dear. Heroism. Bravery. The people behind these wines helped save France.

Game developers know better than anyone else how to inspire extreme effort and reward hard work. They know how to facilitate cooperation and collaboration at previously unimaginable scales. And they are continuously innovating new ways to motivate players to stick with harder challenges, for longer, and in much bigger groups. These crucial twenty-first-century skills can help all of us find new ways to make a deep and lasting impact on the world around us.

IRVING: Flowery prose. Verbosity. Some folks think they’re Neil Gaiman, and have ambitions of their scripts being reprinted for their adoring fans to pore over, when in reality, scripts are working documents designed to provide the narrative framework for their collaborators to decorate and embellish with imagery.

Fascism may be defined as a form of political behavior marked by obsessive preoccupation with community decline, humiliation, or victimhood and by compensatory cults of unity, energy, and purity, in which a mass-based party of committed nationalist militants, working in uneasy but effective collaboration with traditional elites, abandons democratic liberties and pursues with redemptive violence and without ethical or legal restraints goals of internal cleansing and external expansion.

The key insight behind Radical Candor is that command and control can hinder innovation and harm a team’s ability to improve the efficiency of routine work. Bosses and companies get better results when they voluntarily lay down unilateral power and encourage their teams and peers to hold them accountable, when they quit trying to control employees and focus instead on encouraging agency. The idea is that collaboration and innovation flourish when human relationships replace bullying and bureaucracy.

So [Steve Jobs] had the Pixar building designed to promote encounters and unplanned collaborations ... "to make people get out of their offices and mingle in the central atrium with people they might not otherwise see." The front doors and main stairs and corridors all led to the atrium, the cafe and the mailboxes were there, the conference rooms had windows that looked out onto it, and the six-hundred-seat theater and two smaller screening rooms all spilled into it. "Steve's theory worked from day one, "Lasseter recalled. "I kept running into people I hadn't seen for months. I've never seen a building that promoted collaboration and creativity as well as this one.

Dalin must have whiffed the anarch in me, a man with no ties to state or society. Still, he was unable to sense an autonomy that puts up with these forces as objective facts but without recognizing them. What he lacked was a grounding in history. Opposition is collaboration; this was something from which Dalin, without realizing it, could not stay free. Basically, he damaged order less than he confirmed it. The emergence of the anarchic nihilist is like a goad that convinces society of its unity. The anarch, in contrast, not only recognizes society a priori as imperfect, he actually acknowledges it with that limitation. He is more or less repulsed by state and society, yet there are times and places in which the invisible harmony shimmers through the visible harmony. This is obviously chiefly in the work of art. In that case, one serves joyfully. But the anarchic nihilist thinks the exact opposite. The Temple of Artemis, to cite an example, would inspire him to commit arson. The anarch, however, would have no qualms about entering the temple in order to meditate and to participate with an offering. This is possible in any temple worthy of the name.

A book won't move your eyes for you like TV or a movie does. A book won't move your mind unless you give it your mind, or your heart unless you put your heart in it. It won't do the work for you. To read a good novel well is to follow it, to act it, to feel it, to become it—everything short of writing it, in fact. Reading is a collaboration, an act of participation. No wonder not everybody is up to it.

To figure out what students were carrying with them from kindergarten into adulthood, Chetty’s team turned to another possible explanation. In fourth and eighth grade, the students were rated by their teachers on some other qualities. Here’s a sample: Proactive: How often did they take initiative to ask questions, volunteer answers, seek information from books, and engage the teacher to learn outside class? Prosocial: How well did they get along and collaborate with peers? Disciplined: How effectively did they pay attention—and resist the impulse to disrupt the class? Determined: How consistently did they take on challenging problems, do more than the assigned work, and persist in the face of obstacles? When students were taught by more experienced kindergarten teachers, their fourth-grade teachers rated them higher on all four of these attributes. So did their eighth-grade teachers. The capacities to be proactive, prosocial, disciplined, and determined stayed with students longer—and ultimately proved more powerful—than early math and reading skills.

I define hope as a narcotic. It courses through our vei s, igniti.g ideas and feelings and emotions that all work in collaboration to produce a better to.orrow, while leaving today but a distant memory. The essence of its unknown and unseen promise is beautiful and addicting to those who are in need of its satiati g grace. The dependence on the idea of possibility can become a crutch however; an excuse for ignoring the here and now. It can swiftly morph from a therapeutic escape to an addictive obsession that somewhere over the rainbow lies the answer that will make everything right again. I am thankful to call myself a true addict to hope's mind altering panacra. Its blissful nirvana can seem both inconceivably irrational yet entirely fathomable to anyone lost in a sea of uncertainty. Just as age brings wisdom, experience brings the understanding that no matter what pot of gold lies at the end of your hopeful rainbow, the relief it casts over tragedy and heartache is the power behind its true magic. To the hope that resides in the depths of my being, thank you.

The Romantic journey was usually a solitary one. Although the Romantic poets were closely connected with one another, and some collaborated in their work, they each had a strong individual vision. Romantic poets could not continue their quests for long or sustain their vision into later life. The power of the imagination and of inspiration did not last. Whereas earlier poets had patrons who financed their writing, the tradition of patronage was not extensive in the Romantic period and poets often lacked financial and other support. Keats, Shelley and Byron all died in solitary exile from England at a young age, their work left incomplete, non-conformists to the end. This coincides with the characteristic Romantic images of the solitary heroic individual, the spiritual outcast 'alone, alone, all, all alone' like Coleridge's Ancient Mariner and John Clare's 'I'; like Shelley's Alastor, Keats's Endymion, or Byron's Manfred, who reached beyond the normal social codes and normal human limits so that 'his aspirations/Have been beyond the dwellers of the earth'. Wordsworth, who lived to be an old man, wrote poems throughout his life in which his poetic vision is stimulated by a single figure or object set against a natural background. Even his projected final masterpiece was entitled The Recluse. The solitary journey of the Romantic poet was taken up by many Victorian and twentieth-century poets, becoming almost an emblem of the individual's search for identity in an ever more confused and confusing world.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

in the scramble to survive, founders often hire to solve immediate needs and simultaneously create long-term problems. This mistake is common enough that Bob Sutton wrote a book, The No-Asshole Rule, to help executives recognize the damage these hires cause to culture.5 No matter how many golden lectures a leader gives imploring people to “Be collaborative” or “Work as a team,” if the people hired have destructive habits, the lecture will lose.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

Ask one question: Would a Millennial (anyone born between 1980 and 2000) look forward to working here? Try this exercise. Take a group of people into a large, open room with tackable wall surfaces or whiteboards. Give them large sheets of paper, sticky notes, markers, and tape. Ask them to create a concept for a work environment (don't say “office”) using the following words: high-energy, collaborative, healthy, productive, engaging, innovative, interactive, high-tech, and regenerating.

You guys could handle this on your own. Why risk getting kicked out of your He-Man-Monster-Haters Club?" "Because we can't handle this on our own. At least I don't think we can." "You said yourself you already have some Prodigium working with you. Why not go to them?" "We have a handful," he said, frustration creeping into his voice. "And most of them suck. Look, just consider it a peace offering, okay? My way of saying I'm sorry for lying to you. And pulling a knife in your presence, even if it was just to open a damn window to get out before you vaporized me." Most girls got flowers. I got a dirt put used for demon raising. Nice. "Thanks," I replied. "But don't you want in on this?" He looked at me, and not for the first time, I wished his eyes weren't so dark. It would have been nice to have some idea of what was going on in his head. "That's up to you," he said. Mom always liked to say that we hardly ever know the decisions we make that change our lives,mostly because they're little ones. You take this bus instead of that one and end up meeting your soul mate, that kind of thing. But there was no doubt in my mind that this was one of those life-changing moments. Tell Archer no,and I'd never see him again. And Dad and Jenna wouldn't be mad at me, and Cal...Tell Archer yes, and everything suddenly got twistier and more complicated than Mrs. Casnoff's hairdo. And even though I'm a twisty and complicated girl, I knew what my answer had to be. "It's too much of a risk, Cross. Maybe one day when I'm head of the Council, and you're...well, whatever you're going to be for L'Occhio di Dio, we could work on some kind of collaboration." That brought up depressig images of me and Archer sittig across a boardroom table, sketching out battle plans on a whiteboard, so my voice was a little shaky when I continued. "But for now, it's too dangerous." And not just because basically everyone in our lives would want to kill us if they found out, I thought. But because I was pretty sure I was still in love with him, and I thought he might feel something similar for me, and there was no way we could work together preventing the Monster Apocalypse/World War III without that becoming an issue. Not that I could say any of that. Archer's face was blank as he said, "Cool. Got it." "Cross," I started to say, but then his eyes slid past me and went wide with horror. At the same time, I became aware of a slithering noice behind me. That just could not be good; in my experience, nothing pleasant slithers. Still, I was not prepared for the nightmares climbing out of the crater.

Right now, however, the extreme asymmetries of knowledge and power that have accrued to surveillance capitalism abrogate these elemental rights as our lives are unilaterally rendered as data, expropriated, and repurposed in new forms of social control, all of it in the service of others’ interests and in the absence of our awareness or means of combat. We have yet to invent the politics and new forms of collaborative action—this century’s equivalent of the social movements of the late nineteenth and twentieth centuries that aimed to tether raw capitalism to society—that effectively assert the people’s right to a human future. And while the work of these inventions awaits us, this mobilization and the resistance it engenders will define a key battleground upon which the fight for a human future unfolds.

Human being" is more a verb than a noun. Each of us is unfinished, a work in progress. Perhaps it would be most accurate to add the word "yet" to all our assessments of ourselves and each other . . . If life is process, all judgments are provisional, we can't judge something until it is finished. No one has won or lost until the race is over . . . In our instinctive attachments, our fear of change, and our wish for certainty and permanence, we may undercut the impermanence which is our greatest strength, our most fundamental identity. Without impermanence, there is no process. The nature of life is change. All hope is based on process . . . It is taken me somewhat longer to recognize that a diagnosis is simply another form of judgment. Naming a disease has limited usefulness. It does not capture life or even reflect it accurately. Illness, on the other hand, is a process, like life is. Much in the concept of diagnosis and cure is about fixing, and the narrow-bore focus on fixing people's problems can lead to denial of the power of their process. Years ago, I took full credit when people became well; their recovery was testimony to my skill and knowledge as a physician. I never recognized that without their biological, emotional, and spiritual process which could respond to my interventions, nothing could have changed at all. All the time I thought I was repairing, I was collaborating.

Nowadays, the work of Alfred Hitchcock is admired all over the world. Young people who are just discovering his art through the current rerelease of Rear Window and Vertigo, or through North by Northwest, may assume his prestige has always been recognized, but this is far from being the case. In the fifties and sixties, Hitchcock was at the height of his creativity and popularity. He was, of course, famous due to the publicity masterminded by producer David O. Selznick during the six or seven years of their collaboration on such films as Rebecca, Notorious, Spellbound, and The Paradine Case. His fame had spread further throughout the world via the television series Alfred Hitchcock Presents in the mid-fifties. But American and European critics made him pay for his commercial success by reviewing his work with condescension, and by belittling each new film. (...) In examining his films, it was obvious that he had given more thought to the potential of his art than any of his colleagues. It occurred to me that if he would, for the first time, agree to respond seriously to a systematic questionnaire, the resulting document might modify the American critics’ approach to Hitchcock. That is what this book is all about.

The papers were always talking about the debt owed to society. According to them, it had to be paid . But that doesn't speak to the imagination. What really counted was the possibility of escape, a leap to freedom, out of the implacable ritual, a wild run for it that would give whatever chance for hope there was. .. Despite my willingness to understand, I just couldn't accept such arrogant certainty. Because, after all, there really was something ridiculously out of proportion between the verdict such certainty was based on and the imperturbable march of events from the moment the verdict was announced. .. How had I not seen that there was nothing more important than an execution, and that when you come right down to it, it was the only thing a man could truly be interested in? If I ever got out of this prison I would go and watch every execution there was. But I think it was a mistake even to consider the possibility. .. But I wasn't being reasonable. It was a mistake to let myself get carried away by such imaginings, because the next minute I would get so cold that I would curl up into a ball under my blanket and my teeth would be chattering and I couldn't make them stop. .. So the thing that bothered me most was that the condemned man had to hope the machine would work the first time. And I say that’s wrong . And in a way I was right. But in another way I was forced to admit that that was the whole secret of good organization. In other words, the condemned man was forced into a kind of moral collaboration. It was in his interest that everything go off without a hitch.

Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history

The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

When the wounded mouse finally died, I held his little body. I rubbed the top of his head, and I thought of it as a blessing, a baptism. Whenever I fed the mice or weighed them for the lever-press task, I always thought of Jesus in the upper room, washing his disciples' feet. This moment of servitude, of being quite literally brought low, always reminded me that I needed these mice just as much as they needed me. More. What would I know about the brain without them? How could I perform my work, find answers to my questions? The collaboration that the mice and I have going in this lab is, if not holy, then at least sacrosanct. I have never, will never, tell anyone that I sometimes think this way, because I'm aware that the Christians in my life would find it blasphemous and the scientists would find it embarrassing, but the more I do this work the more I believe in a kind of holiness in our connection to everything on Earth. Holy is the mouse. Holy is the grain the mouse eats. Holy is the seed. Holy are we.

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.

Every change that is made to an application’s configuration, source code, environment, or data, triggers the creation of a new instance of the pipeline. One of the first steps in the pipeline is to create binaries and installers. The rest of the pipeline runs a series of tests on the binaries to prove that they can be released. Each test that the release candidate passes gives us more confidence that this particular combination of binary code, configuration information, environment, and data will work. If the release candidate passes all the tests, it can be released. The deployment pipeline has its foundations in the process of continuous integration and is in essence the principle of continuous integration taken to its logical conclusion. The aim of the deployment pipeline is threefold. First, it makes every part of the process of building, deploying, testing, and releasing software visible to everybody involved, aiding collaboration. Second, it improves feedback so that problems are identified, and so resolved, as early in the process as possible. Finally, it enables teams to deploy and release any version of their software to any environment at will through a fully automated process.

Innovators and creators are persons who can to a higher degree than average accept the condition of aloneness—that is, the absence of supportive feedback from their social environment. They are more willing to follow their vision, even when it takes them far from the mainland of the human community. Unexplored spaces do not frighten them—or not, at any rate, as much as they frighten those around them. This is one of the secrets of their power—the great artists, scientists, inventors, industrialists. Is not the hallmark of entrepreneurship (in art or science no less than in business) the ability to see a possibility that no one else sees—and to actualize it? Actualizing one’s vision may of course require the collaboration of many people able to work together toward a common goal, and the innovator may need to be highly skillful at building bridges between one group and another. But this is a separate story and does not affect my basic point. That which we call “genius” has a great deal to do with independence, courage, and daring—a great deal to do with nerve. This is one reason we admire it. In the literal sense, such “nerve” cannot be taught; but we can support the process by which it is learned. If human happiness, well-being, and progress are our goals, it is a trait we must strive to nurture—in our child-rearing practices, in our schools, in our organizations, and first of all in ourselves.

was an English poet and playwright, widely regarded as the greatest writer in the English language and the world's pre-eminent dramatist. He is often called England's national poet and the "Bard of Avon" (or simply "The Bard"). His surviving works consist of 38 plays, 154 sonnets, two long narrative poems, and several other poems. His plays have been translated into every major living language, and are performed more often than those of any other playwright. Shakespeare was born and raised in Stratford-upon-Avon. At the age of 18 he married Anne Hathaway, who bore him three children: Susanna, and twins Hamnet and Judith. Between 1585 and 1592 he began a successful career in London as an actor, writer, and part owner of the playing company the Lord Chamberlain's Men, later known as the King's Men. He appears to have retired to Stratford around 1613, where he died three years later. Few records of Shakespeare's private life survive, and there has been considerable speculation about such matters as his sexuality, religious beliefs, and whether the works attributed to him were written by others. Shakespeare produced most of his known work between 1590 and 1613. His early plays were mainly comedies and histories, genres he raised to the peak of sophistication and artistry by the end of the sixteenth century. Next he wrote mainly tragedies until about 1608, including Hamlet, King Lear, and Macbeth, considered some of the finest examples in the English language. In his last phase, he wrote tragicomedies, also known as romances, and collaborated with other playwrights. Many of his plays were published in editions of varying quality and accuracy during his lifetime, and in 1623 two of his former theatrical colleagues published the First Folio, a collected edition of his dramatic works that included all but two of the plays now recognised as Shakespeare's. Shakespeare was a respected poet and playwright in his own day, but his reputation did not rise to its present heights until the nineteenth century. The Romantics, in particular, acclaimed Shakespeare's genius, and the Victorians hero-worshipped Shakespeare with a reverence that George Bernard Shaw called "bardolatry". In the twentieth century, his work was repeatedly adopted and rediscovered by new movements in scholarship and performance. His plays remain highly popular today and are consistently performed and reinterpreted in diverse cultural and political contexts throughout the world. Source: Wikipedia

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

I hope I have now made it clear why I thought it best, in speaking of the dissonances between fiction and reality in our own time, to concentrate on Sartre. His hesitations, retractations, inconsistencies, all proceed from his consciousness of the problems: how do novelistic differ from existential fictions? How far is it inevitable that a novel give a novel-shaped account of the world? How can one control, and how make profitable, the dissonances between that account and the account given by the mind working independently of the novel? For Sartre it was ultimately, like most or all problems, one of freedom. For Miss Murdoch it is a problem of love, the power by which we apprehend the opacity of persons to the degree that we will not limit them by forcing them into selfish patterns. Both of them are talking, when they speak of freedom and love, about the imagination. The imagination, we recall, is a form-giving power, an esemplastic power; it may require, to use Simone Weil's words, to be preceded by a 'decreative' act, but it is certainly a maker of orders and concords. We apply it to all forces which satisfy the variety of human needs that are met by apparently gratuitous forms. These forms console; if they mitigate our existential anguish it is because we weakly collaborate with them, as we collaborate with language in order to communicate. Whether or no we are predisposed towards acceptance of them, we learn them as we learn a language. On one view they are 'the heroic children whom time breeds / Against the first idea,' but on another they destroy by falsehood the heroic anguish of our present loneliness. If they appear in shapes preposterously false we will reject them; but they change with us, and every act of reading or writing a novel is a tacit acceptance of them. If they ruin our innocence, we have to remember that the innocent eye sees nothing. If they make us guilty, they enable us, in a manner nothing else can duplicate, to submit, as we must, the show of things to the desires of the mind. I shall end by saying a little more about La Nausée, the book I chose because, although it is a novel, it reflects a philosophy it must, in so far as it possesses novel form, belie. Under one aspect it is what Philip Thody calls 'an extensive illustration' of the world's contingency and the absurdity of the human situation. Mr. Thody adds that it is the novelist's task to 'overcome contingency'; so that if the illustration were too extensive the novel would be a bad one. Sartre himself provides a more inclusive formula when he says that 'the final aim of art is to reclaim the world by revealing it as it is, but as if it had its source in human liberty.' This statement does two things. First, it links the fictions of art with those of living and choosing. Secondly, it means that the humanizing of the world's contingency cannot be achieved without a representation of that contingency. This representation must be such that it induces the proper sense of horror at the utter difference, the utter shapelessness, and the utter inhumanity of what must be humanized. And it has to occur simultaneously with the as if, the act of form, of humanization, which assuages the horror. This recognition, that form must not regress into myth, and that contingency must be formalized, makes La Nausée something of a model of the conflicts in the modern theory of the novel. How to do justice to a chaotic, viscously contingent reality, and yet redeem it? How to justify the fictive beginnings, crises, ends; the atavism of character, which we cannot prevent from growing, in Yeats's figure, like ash on a burning stick? The novel will end; a full close may be avoided, but there will be a close: a fake fullstop, an 'exhaustion of aspects,' as Ford calls it, an ironic return to the origin, as in Finnegans Wake and Comment c'est. Perhaps the book will end by saying that it has provided the clues for another, in which contingency will be defeated, ...

By looking after his relatives' interests as he did, Napoleon furthermore displayed incredible weakness on the purely human level. When a man occupies such a position, he should eliminate all his family feeling. Napoleon, on the contrary, placed his brothers and sisters in posts of command, and retained them in these posts even after they'd given proofs of their incapability. All that was necessary was to throw out all these patently incompetent relatives. Instead of that, he wore himself out with sending his brothers and sisters, regularly every month, letters containing reprimands and warnings, urging them to do this and not to do that, thinking he could remedy their incompetence by promising them money, or by threatening not to give them any more. Such illogical behaviour can be explained only by the feeling Corsicans have for their families, a feeling in which they resemble the Scots. By thus giving expression to his family feeling, Napoleon introduced a disruptive principle into his life. Nepotism, in fact, is the most formidable protection imaginable : the protection of the ego. But wherever it has appeared in the life of a State—the monarchies are the best proof—it has resulted in weakening and decay. Reason : it puts an end to the principle of effort. In this respect, Frederick the Great showed himself superior to Napoleon—Frederick who, at the most difficult moments of his life, and when he had to take the hardest decisions, never forgot that things are called upon to endure. In similar cases, Napoleon capitulated. It's therefore obvious that, to bring his life's work to a successful conclusion, Frederick the Great could always rely on sturdier collaborators than Napoleon could. When Napoleon set the interests of his family clique above all, Frederick the Great looked around him for men, and, at need, trained them himself. Despite all Napoleon's genius, Frederick the Great was the most outstanding man of the eighteenth century. When seeking to find a solution for essential problems concerning the conduct of affairs of State, he refrained from all illogicality. It must be recognised that in this field his father, Frederick-William, that buffalo of a man, had given him a solid and complete training. Peter the Great, too, clearly saw the necessity for eliminating the family spirit from public life. In a letter to his son—a letter I was re-reading recently—he informs him very clearly of his intention to disinherit him and exclude him from the succession to the throne. It would be too lamentable, he writes, to set one day at the head of Russia a son who does not prepare himself for State affairs with the utmost energy, who does not harden his will and strengthen himself physically. Setting the best man at the head of the State—that's the most difficult problem in the world to solve.

The key point here is Macaulay’s belief that “knowledge and reflection” on the part of the Hindus, especially the Brahmanas, would cause them to give up their age-old belief in anything Vedic in favor of Christianity. The purpose was to turn the strength of Hindu intellectuals against their own kind by utilizing their commitment to scholarship in uprooting their own tradition, which Macaulay viewed as nothing more than superstitions. His plan was to educate the Hindus to become Christians and turn them into collaborators. He persisted with this idea for fifteen years until he found the money and the right man for turning his utopian idea into reality. He needed someone who would translate and interpret the Vedic texts in such a way that the newly educated Indian elite would see the superiority of the Bible and choose that over everything else. Upon his return to England, after a good deal of effort he found a talented but impoverished young German Vedic scholar by name Friedrich Max Muller who was willing to take on the arduous job. Macaulay used his influence with the East India Company to find funds for Max Muller’s translation of the Rig Veda. Though an ardent German nationalist, Max Muller agreed for the sake of Christianity to work for the East India Company, which in reality meant the British Government of India. He also badly needed a major sponsor for his ambitious plans, which he felt he had at last found. The fact is that Max Muller was paid by the East India Company to further its colonial aims, and worked in cooperation with others who were motivated by the superiority of the German race through the white Aryan race theory. This was the genesis of his great enterprise, translating the Rig Veda with Sayana's commentary and the editing of the fifty-volume Sacred Books of the East. In this way, there can be no doubt regarding Max Muller’s initial aim and commitment to converting Indians to Christianity. Writing to his wife in 1866 he observed: “It [the Rig Veda] is the root of their religion and to show them what the root is, I feel sure, is the only way of uprooting all that has sprung from it during the last three thousand years.” Two years later he also wrote the Duke of Argyle, then acting Secretary of State for India: “The ancient religion of India is doomed. And if Christianity does not take its place, whose fault will it be?” This makes it very clear that Max Muller was an agent of the British government paid to advance its colonial interests. Nonetheless, he still remained an ardent German nationalist even while working in England. This helps explain why he used his position as a recognized Vedic and Sanskrit scholar to promote the idea of the “Aryan race” and the “Aryan nation,” a theory amongst a certain class of so-called scholars, which has maintained its influence even until today.