Colleagues At Work Quotes

Typically, people who exercise, start eating better and becoming more productive at work. They smoke less and show more patience with colleagues and family. They use their credit cards less frequently and say they feel less stressed. Exercise is a keystone habit that triggers widespread change.

You could give Aristotle a tutorial. And you could thrill him to the core of his being. Aristotle was an encyclopedic polymath, an all time intellect. Yet not only can you know more than him about the world. You also can have a deeper understanding of how everything works. Such is the privilege of living after Newton, Darwin, Einstein, Planck, Watson, Crick and their colleagues. I'm not saying you're more intelligent than Aristotle, or wiser. For all I know, Aristotle's the cleverest person who ever lived. That's not the point. The point is only that science is cumulative, and we live later.

Lamb said, ‘If you had issues with him, I could have spoken to HR. Arranged an intervention.’ He tapped Moody’s shoulder with his foot. ‘Breaking his neck without going through your line manager, that shit stays on your record.

Everyone wears metaphorical masks during their lives. We all have different faces we show to work colleagues, or friends, or family. Sometimes we wear so many masks, we forget who we are underneath it all, but you have to find the courage to drop all the bullshit and revel your true self.

I've learned that it helps to talk about [anxiety]. Unfortunately I think most people would still get more sympathy from their colleagues and bosses at work if they show up looking rough one morning and say 'I'm hungover' than if they say 'I'm suffering from anxiety.' But I think we pass people in the street every day who feel the same as you and I, many of them just don't know what it is. Men and women going around for months having trouble breathing and seeing doctor after doctor because they think there's something wrong with their lungs. All because it's so damn difficult to admit that something else is...broken. That it's an ache in our soul, invisible lead weights in our blood, an indescribable pressure in our chest. Our brains are lying to us, telling us we're going to die. But there's nothing wrong with our lungs, Zara.

Love is essential; gregariousness is optional. Cherish your nearest and dearest. Work with colleagues you like and respect. Scan new acquaintances for those who might fall into the former categories or whose company you enjoy for its own sake. And don't worry about socializing with everyone else. Relationships make everyone happier, introverts included, but think quality over quantity.

But nearly every woman I know has a roughly similar story - in fact, dozens of them: stories about being obsessed with a celebrity, work colleague or someone they vaguely knew for years; living in a parallel world in their head; conjuring up endless plots and scenarios for this thing that never actually happened.

Every single day, no matter who you meet in the day - friends, family, work colleagues, strangers - give joy to them. Give a smile or a compliment or kind words or kind actions, but give joy! Do your best to make sure that every single person you meet has a better day because they saw you.

The thing is, you cannot ask people to coexist by having one side bow their heads and rely on a solution that is only good for the other side. What you can do is stop blaming each other and engage in dialogue with one person at a time. Everyone knows that violence begets violence and breeds more hatred. We need to find our way together. I feel I cannot rely on the various spokespersons who claim they act on my behalf. Invariably they have some agenda that doesn't work for me. Instead, I talk to my patients, to my neighbors and colleagues--Jews, Arabs--and I find out they feel as I do: we are more similar than we are different, and we are all fed up with the violence.

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

I remembered what Morrie said during our visit: “The culture we have does not make people feel good about themselves. And you have to be strong enough to say if the culture doesn’t work, don’t buy it.” "Morrie true to these words, had developed his own culture – long before he got sick. Discussion groups, walks with friends, dancing to his music in the Harvard Square church. He started a project called Greenhouse, where poor people could receive mental health services. He read books to find new ideas for his classes, visited with colleagues, kept up with old students, wrote letters to distant friends. He took more time eating and looking at nature and wasted not time in front of TV sitcoms or “Movies of the Week.” He had created a cocoon of human activities– conversations, interaction, affection–and it filled his life like an overflowing soup bowl.

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.

That’s why hiring consultants doesn’t work. Part-time employees don’t work. Even working remotely should be avoided, because misalignment can creep in whenever colleagues aren’t together full-time, in the same place, every day. If you’re deciding whether to bring someone on board, the decision is binary. Ken Kesey was right: you’re either on the bus or off the bus.

I think something happens in your thirties where you slightly let go of this idea of the perfect career. I have so much fun outside of work, maybe it’s enough that it’s just fine. It pays okay, I get on with my colleagues. At the end of the day, it’s just ye olde day job.

Today, despite all of the gains we have made, neither men nor women have real choice. Until women have supportive employers and colleagues as well as partners who share family responsibilities, they don't have real choice. And until men are fully respected for contributing inside the home, they don't have real choice either.

...workplace dynamics are no less complicated or unexpectedly intense than family relations, with only the added difficulty that whereas families are at least well-recognised and sanctioned loci for hysteria reminiscent of scenes from Medea, office life typically proceeds behind a mask of shallow cheerfulness, leaving workers grievously unprepared to handle the fury and sadness continually aroused by their colleagues.

The August 1 story had carried their joint byline; the day afterward, Woodward asked Sussman if Bernstein's name could appear with his on the follow-up story - though Bernstein was still in Miami and had not worked on it. From the on, any Watergate story would carry both names. Their colleagues melded the two into one and gleefully named their byline Woodstein. -- Carl Bernstein, Bob Woodward

In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.

You believe that you keep yourself safe, she thought. You lock up your mind and guard your reactions so nobody, not an interrogator or a parent or a friend, will break in. You earn a graduate degree and a good position. You keep your savings in foreign currency and you pay your bills on time. When your colleagues ask you about your home life, you don't answer. You work harder. You exercise. Your clothing flatters. You keep the edge of your affection sharp, a knife, so that those near you know how to handle it carefully. You think you established some protection and then you discover that you endangered yourself to everyone you ever met.

There’s something else that bears repeating here: Unleashing creativity requires that we loosen the controls, accept risk, trust our colleagues, work to clear the path for them, and pay attention to anything that creates fear.

[I want to be remembered as] someone who used whatever talent she had to do her work to the very best of her ability. And to help repair tears in her society, to make things a little better through the use of whatever ability she has. To do something, as my colleague David Souter would say, outside myself. ‘Cause I’ve gotten much more satisfaction for the things that I’ve done for which I was not paid.

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.

Studies show that over 80 percent of Americans do not have their dream job. If more knew how to build organizations that inspire, we could live in a world in which that statistic was the reverse - a world in which over 80 percent of people loved their jobs. People who love going to work are more productive and more creative. They go home happier and have happier families. They treat their colleagues and clients and customers better. Inspired employees make for stronger companies and stronger economies.

It must be noted that it is often the colleague or direct disciple of a new thinker who gets stuck in literal interpretations of the work, tending to freeze the new ideas and language into an inflexible, static condition.

As you enter this place of work please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be present when your customers and team mebers most need you. And should you feel your enegery lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear - and make their day.

Writing is a lonely occupation at best. Of course there are stimulating and even happy associations with friends and colleagues, but during the actual work of creation the writer cuts himself off from all others and confronts his subject alone. He* moves into a realm where he has never been before — perhaps where no one has ever been. It is a lonely place, even a little frightening.

Love is essential; gregariousness is optional. Cherish your nearest and dearest. Work with colleagues you like and respect. Scan new acquaintances for those who might fall into the former categories or whose company you enjoy for its own sake. And don’t worry about socializing with everyone else. Relationships make everyone happier, introverts included, but think quality over quantity.

As for working with a partner, he didn’t like that either. It cut the score right down the middle. It put an apple on your head, and handed the other guy a shotgun. Because grifters, it seemed, suffered an irresistible urge to beat their colleagues. There was little glory in whipping a fool—hell, fools were made to be whipped. But to take a professional, even if it cost you in the long run, ah, that was something to polish your pride.

Journalists can sound grandiose when they talk about their profession. Some of us are adrenaline junkies; some of us are escapists; some of us do wreck our personal lives and hurt those who love us most. This work can destroy people. I have seen so many friends and colleagues become unrecognizable from trauma: short-tempered, sleepless, and alienated from friends. But after years of witnessing so much suffering in the world, we find it hard to acknowledge that lucky, free, prosperous people like us might be suffering, too. We feel more comfortable in the darkest places than we do back home, where life seems too simple and too easy. We don’t listen to that inner voice that says it is time to take a break from documenting other people’s lives and start building our own. Under it all, however, are the things that sustain us and bring us together: the privilege of witnessing things that others do not; an idealistic belief that a photograph might affect people’s souls; the thrill of creating art and contributing to the world’s database of knowledge. When I return home and rationally consider the risks, the choices are difficult. But when I am doing my work, I am alive and I am me. It’s what I do. I am sure there are other versions of happiness, but this one is mine.

I have filed a lawsuit; I am not engaged in a legislative battle. I am very proud my son will help spearhead an effort to put forth a survivor’s legislative agenda with many of his fellow students, teachers, and other survivors of this tragedy. Kenny and his colleagues are now voting age or will be before the next election. Pro-gun politicians need to address the problem, or they may find themselves looking for work.

All of our bodies change over time. We all deserve dignity and access at every stage in our lives. Most people will need to seek accessibility solutions at some point, whether for a family member, a colleague, or for oneself. Disability is part of the human experience. We all need to engage in the work to make our world accessible to everyone. Inclusion is a choice.

I know what the value [of storytelling] is to me -- varied and huge, giving me everything from delight, to knowledge, to access to friends and colleagues, a desirable identity through valued work, escape from pain, and a steady income. Not bad, for something so intangible as making and selling dream-by-number kits.

The thing about being barren is that you’re not allowed to get away from it. Not when you’re in your thirties. My friends were having children, friends of friends were having children, pregnancy and birth and first birthday parties were everywhere. I was asked about it all the time. My mother, our friends, colleagues at work. When was it going to be my turn? At some point our childlessness became an acceptable topic of Sunday-lunch conversation, not just between Tom and me, but more generally. What we were trying, what we should be doing, do you really think you should be having a second glass of wine? I was still young, there was still plenty of time, but failure cloaked me like a mantle, it overwhelmed me, dragged me under, and I gave up hope. At the time, I resented the fact that it was always seen as my fault, that I was the one letting the side down. But as the speed with which he managed to impregnate Anna demonstrates, there was never any problem with Tom’s virility. I was wrong to suggest that we should share the blame; it was all down to me. Lara, my best friend since university, had two children in two years: a boy first and then a girl. I didn’t like them. I didn’t want to hear anything about them. I didn’t want to be near them. Lara stopped speaking to me after a while. There was a girl at work who told me—casually, as though she were talking about an appendectomy or a wisdom-tooth extraction—that she’d recently had an abortion, a medical one, and it was so much less traumatic than the surgical one she’d had when she was at university. I couldn’t speak to her after that, I could barely look at her. Things became awkward in the office; people noticed. Tom didn’t feel the way I did. It wasn’t his failure, for starters, and in any case, he didn’t need a child like I did. He wanted to be a dad, he really did—I’m sure he daydreamed about kicking a football around in the garden with his son, or carrying his daughter on his shoulders in the park. But he thought our lives could be great without children, too. “We’re happy,” he used to say to me. “Why can’t we just go on being happy?” He became frustrated with me. He never understood that it’s possible to miss what you’ve never had, to mourn for it.

Looking around me, I saw that all my colleagues were busy at the same task. Eyes were rolled up, mouths hung open, here and there a finger twitched. It had to be either a day trip from the Catatonic Academy, or the modern press at work.

If a mathematician wishes to disparage the work of one of his colleagues, say, A, the most effective method he finds for doing this is to ask where the results can be applied. The hard pressed man, with his back against the wall, finally unearths the researches of another mathematician B as the locus of the application of his own results. If next B is plagued with a similar question, he will refer to another mathematician C. After a few steps of this kind we find ourselves referred back to the researches of A, and in this way the chain closes.

You can push yourself to a place that is beyond the current capability or temporal mindset of the people you work with, and that’s okay. Just know that your supposed superiority is a figment of your own ego. So don’t lord it over them, because it won’t help you advance as a team or as an individual in your field. Instead of getting angry that your colleagues can’t keep up, help pick your colleagues up and bring them with you!

At the college where I teach, I'm surrounded by circus people. We aren't tightrope walkers or acrobats. We don't breathe fire or swallow swords. We're gypsies, moving wherever there's work to be found. Our scrapbooks and photo albums bear witness to our vagabond lives: college years, grad-school years, instructor-mill years, first-job years. In between each stage is a picture of old friends helping to fill a truck with boxes and furniture. We pitch our tents, and that place becomes home for a while. We make families from colleagues and students, lovers and neighbors. And when that place is no longer working, we don't just make do. We move on to the place that's next. No place is home. Every place is home. Home is our stuff. As much as I love the Cumberland Valley at twilight, I probably won't live there forever, and this doesn't really scare me. That's how I know I'm circus people.

He wore a delicate ring with a tiny sleepy diamond embedded in the latticed gold band. He said, "My wife chose this wedding ring for me. It's Victorian, not really my style, but it reminds me of her." And then he said, "My wife crashed the car again." Ah, I thought, as we walked past the golden trees, she does not have a name. She is a wife. I wondered why my male colleague often forgot the names of most of the women he met at social events. He would always refer to them as someone's wife or girlfriend, as if that was all I needed to know. If we don't have names, who are we?

I think all this may help explain why women leaders around the world tend to rise higher in parliamentary systems, rather than presidential ones like ours. Prime ministers are chosen by their colleagues—people they’ve worked with day in and day out, who’ve seen firsthand their talents and competence. It’s a system designed to reward women’s skill at building relationships, which requires emotional labor.

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

One of the outcomes of attempting to ignore emotional pain is chandeliering. We think we’ve packed the hurt so far down that it can’t possibly resurface, yet all of a sudden, a seemingly innocuous comment sends us into a rage or sparks a crying fit. Or maybe a small mistake at work triggers a huge shame attack. Perhaps a colleague’s constructive feedback hits that exquisitely tender place and we jump out of our skin.

If you are disabled, it is probably not your fault, but it is no good blaming the world or expecting it to take pity on you. One has to have a positive attitude and must make the best of the situation that one finds oneself in; if one is physically disabled, one cannot afford to be psychologically disabled as well. In my opinion, one should concentrate on activities in which one's physical disability will not present a serious handicap. I am afraid that Olympic Games for the disabled do not appeal to me, but it is easy for me to say that because I never liked athletics anyway. On the other hand, science is a very good area for disabled people because it goes on mainly in the mind. Of course, most kinds of experimental work are probably ruled out for most such people, but theoretical work is almost ideal. My disabilities have not been a significant handicap in my field, which is theoretical physics. Indeed, they have helped me in a way by shielding me from lecturing and administrative work that I would otherwise have been involved in. I have managed, however, only because of the large amount of help I have received from my wife, children, colleagues and students. I find that people in general are very ready to help, but you should encourage them to feel that their efforts to aid you are worthwhile by doing as well as you possibly can.

Any support we get from persons of flesh and blood is like Monopoly money; it’s not legal tender in that sphere where we have to do our work. In fact, the more energy we spend stoking up on support from colleagues and loved ones, the weaker we become and the less capable of handling our business.

This and countless later experiences working in and around the world of "shrinks" and the mentally ill has led me to the conclusion that overinterpretation of human psychology can be inadvisable. My favorite Freud joke has him sitting in his gentlemen's club in Vienna after dinner, enjoying a cigar. A hostile colleague wanders up and says, "That's a big, fat, long cigar, Professor Freud," to which Freud replies, "Sometimes a cigar is just a cigar.

My writing, on the other hand, is always done with my readers in mind. I never write for my own amusement. I always try to put across an idea that I feel is important, in the most easily readable form I can manage. This has annoyed some of my academic colleagues, who feel that I am oversimplifying my subject, but I argue that at least my writings are widely read, while theirs stay firmly within the confines of their academic ivory towers. And I always work with one special rule in mind: simplification without distortion. This is, in fact, much harder than the usual self-indulgent academic writing.

Micromanagement is mismanagement. … [P]eople micromanage to assuage their anxieties about organizational performance: they feel better if they are continuously directing and controlling the actions of others—at heart, this reveals emotional insecurity on their part. It gives micromanagers the illusion of control (or usefulness). Another motive is lack of trust in the abilities of staff—micromanagers do not believe that their colleagues will successfully complete a task or discharge a responsibility even when they say they will.”108

As an associate at McKinsey & Company, my first assignment was on a team that consisted of a male senior engagement manager (SEM) and two other male associates, Abe Wu and Derek Holley. When the SEM wanted to talk to Abe or Derek, he would walk over to their desks. When he wanted to talk to me, he would sit at his desk and shout, "Sandberg, get over here!" with the tone one might use to call a child or, even worse, a dog. It made me cringe every time. I never said anything, but one day Abe and Derek started calling each other "Sandberg" in that same loud voice. The self-absorbed SEM never seemed to notice. They kept it up. When having too many Sandbergs got confusing, they decided we needed to differentiate. Abe started calling himself "Asian Sandberg," Derek dubbed himself "good-looking Sandberg," and I became "Sandberg Sandberg." My colleagues turned an awful situation into one where I felt protected. They stood up for me and made me laugh. They were the best mentors I could have had.

Being radically truthful and transparent with your colleagues and expecting your colleagues to be the same with you ensures that important issues are apparent instead of hidden. It also enforces good behavior and good thinking, because when you have to explain yourself, everyone can openly assess the merits of your logic.

And so, because business leadership is still so dominated by men, modern workplaces are riddled with these kind of gaps, from doors that are too heavy for the average woman to open with ease, to glass stairs and lobby floors that mean anyone below can see up your skirt, to paving that’s exactly the right size to catch your heels. Small, niggling issues that aren’t the end of the world, granted, but that nevertheless irritate. Then there’s the standard office temperature. The formula to determine standard office temperature was developed in the 1960s around the metabolic resting rate of the average forty-year-old, 70 kg man.1 But a recent study found that ‘the metabolic rate of young adult females performing light office work is significantly lower’ than the standard values for men doing the same type of activity. In fact, the formula may overestimate female metabolic rate by as much as 35%, meaning that current offices are on average five degrees too cold for women. Which leads to the odd sight of female office workers wrapped up in blankets in the New York summer while their male colleagues wander around in summer clothes.

Unfortunately I think most people would still get more sympathy from their colleagues and bosses at work if they show up looking rough one morning and say ‘I’m hungover’ than if they say ‘I’m suffering from anxiety.’ But I think we pass people in the street every day who feel the same as you and I, many of them just don’t know what it is.

Disclosing my real thoughts and feelings is risky. Disclosing what I really think and feel frees up energy and expands possibilities. Most people can’t handle the truth, so it’s better not to say anything. Though I have trouble handling the truth sometimes, I’ll keep telling it and inviting it from others. It’s important that I convince others that my point of view is correct. Exploring multiple points of view will lead to better decisions. I will gain approval and promotions by exchanging my personal identity for my organization’s identity. My personal identity will be expanded as my colleagues and I exchange diverse points of view. Reality can’t be changed. There’s no point in fighting it. Perhaps we can change reality with thoughtful conversations. As an expert, my job is to dispense advice. My job is to involve people in the problems and strategies affecting them. I’ll keep my mouth shut; this is a job for the experts. My point of view is as valid as anyone else’s. I need to ignore what I’m feeling in my gut; just put my head down and do my job. I know what I know, and what I know, I need to act on. Let’s

Stress is not because of work—this is important to remember. Everybody thinks their job is stressful. No job is stressful. There are many jobs that could present challenging situations. There could be nasty bosses, insecure colleagues, emergency rooms, impossible deadlines—or you might even find yourself in the middle of a war zone! But these are not inherently stressful. It is our compulsive reaction to the situations in which we are placed that causes stress. Stress is a certain level of internal friction. One can easily lubricate the inner mechanism with some amount of inner work and awareness. So, it is your inability to handle your own system that is stressing you out. On some level, you do not know how to handle your body, mind, and emotions; that is the problem. How

How odd it is that we judge a woman by her clothes and the place she eats lunch and the subjects she talks about with her colleagues on her coffee break, yet we don’t judge a man if he doesn’t grow his beard or if he works with women or speaks to them. Why do Saudi women allow subjugation to a man and adhere to men’s rules and conditions? Why did I?

I thought of all the mums who had dropped their children off talking about how exhausted they were, and the slight contempt I’d felt for them when all they had to deal with was one or two at the most, but now I realized what they’d been talking about. It wasn’t as physical as the work at the nursery, or as intense, but it was the way it stretched, endlessly, the way the needing never stopped, and there was never a moment when you could hand them over to your colleague and run away for a quick fag break to just be yourself. I

We always started small, with some inspiration. We made demos. We mixed in feedback. We listened to guidance from smart colleagues. We blended in variations. We honed our vision. We followed the initial demo with another and then another. We improved our demos in incremental steps. We evolved our work by slowly converging on better versions of the vision. Round after round of creative selection moved us step by step from the spark of an idea to a finished product.

I also see courage in myself when I'm willing to risk being vulnerable and disappointed. For many years, if I really wanted something to happen-an invitation to speak at a special conference, a promotion, a radio interview-I pretended that it didn't matter that much. If a friend or colleague would ask, "Are you excited about that television interview?" I'd shrug it off and say, "I'm not sure. It's not that big of a deal." Of course, in reality, I was praying that it would happen. It's only in the last few years that I've learned that playing down the exciting stuff doesn't' take the pain away when it doesn't happen. It also creates a lot of isolation. Once you've diminished the importance of something, your friends are not likely to call and say, "I'm sorry that didn't work out. I know you were excited about it." Now when someone asks me about the potential opportunity that I'm excited about, I'm more likely to practice courage and say, "I'm so excited about the possibility. I'm trying to stay realistic, but I really hope it happens." When things haven't panned out, it's been comforting to be able to call a supportive friend and say, "Remember that event I told you about? It's not going to happen, and I'm so bummed.

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

Some of my scientific friends and colleagues confess that they cannot for the life of them see why I don't abandon ship and join them. The short answer is that I have managed, by straddling the boundaries, to have the best of both worlds. By working with scientists I get a rich diet of fascinating and problematic facts to think about, but by staying a philosopher without a lab or a research grant, I get to think about all the theories and experiments and never have to do the dishes

A lot can be changed in a span of a year. A thousand lives can be moulded, a lot many lessons can be learnt and life can show its unpredictability. Even so, one year is enough to prove to yourself that you are worth the struggle that you undertake just to reap a momentary fruit of that labour. If fighting a new fight keeps us motivated each year, so be it. Here is wishing every fighter, struggling to make a break and succeed in life a memorable New Year. Do what you do best and don't trade your passion for fame but rather earn the fame through your passion. May your fight be fruitful this year and your name engraved in hearts of horde in the form of your work. A Happy New Year to all my well wishers, peers, friends, colleagues, acquaintances and readers. May your year be blessed with good fortune and health with added wealth. My message this New Year is that in a world full of possibilities never limit yourself to the sky for what is sky when there is endless darkness beyond to lighten up. Take care.

In other words, once reward contingencies are learned, dopamine is less about reward than about its anticipation. Similarly, work by my Stanford colleague Brian Knutson has shown dopamine pathway activation in people in anticipation of a monetary reward.91 Dopamine is about mastery and expectation and confidence. It’s “I know how things work; this is going to be great.” In other words, the pleasure is in the anticipation of reward, and the reward itself is nearly an afterthought (unless, of course, the reward fails to arrive, in which case it’s the most important thing in the world). If you know your appetite will be sated, pleasure is more about the appetite than about the sating.fn48 This is hugely important.

Deutsch and her colleagues, in their 2006 paper, suggested that their work not only has “implications for the issues of modularity in the processing of speech and music…[but] of the evolutionary origin” of both. In particular, they see absolute pitch, whatever its subsequent vicissitudes, as having been crucial to the origins of both speech and music. In his book The Singing Neanderthals: The Origins of Music, Language, Mind and Body, Steven Mithen takes this idea further, suggesting that music and language have a common origin, and that a sort of combined protomusic-cum-protolanguage was characteristic of the Neanderthal mind.

In praise of mu husband's hair A woman is alone in labor, for it is an unfortunate fact that there is nobody who can have the baby for you. However, this account would be inadequate if I did not speak to the scent of my husband's hair. Besides the cut flowers he sacrifices his lunches to afford, the purchase of bags of licorice, the plumping of pillows, steaming of fish, searching out of chic maternity dresses, taking over of work, listening to complaints and simply worrying, there was my husband's hair. His hair has always amazed stylists in beauty salons. At his every first appointment they gather their colleagues around Michael's head. He owns glossy and springy hair, of an animal vitality and resilience that seems to me so like his personality. The Black Irish on Michael's mother's side of the family have changeable hair--his great-grandmother's hair went from black to gold in old age. Michael's went from golden-brown of childhood to a deepening chestnut that gleams Modoc black from his father under certain lights. When pushing each baby I throw my arm over Michael and lean my full weight. When the desperate part is over, the effort, I turn my face into the hair above his ear. It is as though I am entering a small and temporary refuge. How much I want to be little and unnecessary, to stay there, to leave my struggling body at the entrance. Leaves on a tree all winter that now, in your hand, crushed, give off a dry, true odor. The brass underside of a door knocker in your fingers and its faint metallic polish. Fresh potter's clay hardening on the wrist of a child. The slow blackening of Lent, timeless and lighted with hunger. All of these things enter into my mind when drawing into my entire face the scent of my husband's hair. When I am most alone and drowning and I think I cannot go on, it is breathing into his hair that draws me to the surface and restores my small courage.

He was an obstetrician; he delivered babies into the world. His colleagues called this 'the Lord's work.' And he was an abortionist; he delivered mothers, too. His colleagues called this 'the Devil's work,' but it was all the Lord's work to Wilbur Larch. As Mrs. Maxwell had observed: 'The true physician's soul cannot be too broad and gentle.

According to Hoge and colleagues (2007), the key to reducing stigma is to present mental health care as a routine aspect of health care, similar to getting a check up or an X-ray. Soldiers need to understand that stress reactions-difficulty sleeping, reliving incidents in your mind, and emotional detachment-are common and expected after combat... The soldier should be told that wherever they go, they should remember that what they're feeling is "normal and it's nothing to be ashamed of.

It is understandable that there has been a good deal of joking about purely learned works of this type. Their actual value for the future of scholarship and for the people as a whole cannot be demonstrated. Nevertheless, scholarship, as was true for art in the olden days, must indeed have far-flung grazing grounds, and in pursuit of a subject which interests no one but himself a scholar can accumulate knowledge which provides colleagues with information as valuable as that stored in a dictionary or an archive.

Hayes and his colleagues have distilled these insights into seven skills for coping with loss. In more than a thousand studies over thirty-five years, they’ve found that the acquisition of this skill set predicts whether people facing loss fall into anxiety, depression, trauma, substance abuse—or whether they thrive. The first five skills involve acceptance of the bitter. First, we need to acknowledge that a loss has occurred; second, to embrace the emotions that accompany it. Instead of trying to control the pain, or to distract ourselves with food, alcohol, or work, we should simply feel our hurt, sorrow, shock, anger. Third, we need to accept all our feelings, thoughts, and memories, even the unexpected and seemingly inappropriate ones, such as liberation, laughter, and relief. Fourth, we should expect that sometimes we’ll feel overwhelmed. And fifth, we should watch out for unhelpful thoughts, such as “I should be over this,” “It’s all my fault,” and “Life is unfair.” Indeed, the ability to accept difficult emotions—not just observe them, not just breathe through them, but actually, nonjudgmentally, accept them—has been linked repeatedly to long-term thriving.

It was a happy day for me when that astronaut left the office, but in retrospect, I learned a lot from him. For example, that if you need to make a strong criticism, it’s a bad idea to lash out wildly; be surgical, pinpoint the problem rather than attack the person. Never ridicule a colleague, even with an offhand remark, no matter how tempting it is or how hilarious the laugh line. The more senior you are, the greater the impact your flippant comment will have. Don’t snap at the people who work with you. When you see red, count to 10.

I would like very much to see the American people saying to our Republican colleagues and some Democratic colleagues: Excuse me. Don't force my kids to have a lower standard of living in order to give tax breaks to the richest people. What the President and all of us should be doing is going out and saying to those people: Call the Members of the Senate, call the Members of the House and say: Excuse me. How about representing the middle class and working families, for a change, rather than the wealthiest people. That is what democracy is about.

Hi...ah..." What did she call him? Honey? Babe? Darling? "...Humraaz." The Urdu term of endearment came out before she could stop it. Liam's gaze shifted to her, and his face softened. Before he could ask her what it meant and ruin the performance, she rose up on her toes, pressed her hands against his chest, and kissed him. Without hesitation, Liam wrapped one arm around her waist, pressed his mouth against hers, and bent her over backward in a full-on movie kiss. Her breath hitched and her lips softened. His lips were firm and cool and tasted of coffee and something sweet. He slipped his tongue into her mouth and for a moment she thought her heart had stopped. But it didn't matter. Upside down, in front of her work colleagues, she was the woman she always wanted to be. Then she was up and back on her feet, lips tingling, an ache of desire between her thighs. "What does it mean?" he murmured gently. "The one with whom we share our secrets." "Then I am your humraaz," he said. "And you are mine.

The corporate world is also a manifestation of people’s disconnection from their heart, where people believe manipulation is the path to getting what they want and therefore the way to succeed. People often use the excuse that “everyone does it.” When a child learns at home that not everyone does it, things can start to change. The corporate world even celebrates the cutthroat approach of stepping over others, knifing them in the back, and scrambling to the top of the ladder at the expense of colleagues—behavior that reflects an inability to connect with and care for others.

Take, for instance, studies from the past decade examining the impacts of exercise on daily routines.4.10 When people start habitually exercising, even as infrequently as once a week, they start changing other, unrelated patterns in their lives, often unknowingly. Typically, people who exercise start eating better and becoming more productive at work. They smoke less and show more patience with colleagues and family. They use their credit cards less frequently and say they feel less stressed. It’s not completely clear why. But for many people, exercise is a keystone habit that triggers widespread change. “Exercise spills over,” said James Prochaska, a University of Rhode Island researcher. “There’s something about it that makes other good habits easier.

There is a story, for instance, that has very much the ring of truth about it. It goes like this: One of the older officials, a good and peaceful man, was dealing with a difficult matter for the court which had become very confused, especially thanks to the contributions from the lawyers. He had been studying it for a day and a night without a break — as these officials are indeed hard working, no-one works as hard as they do. When it was nearly morning, and he had been working for twenty-four hours with probably very little result, he went to the front entrance, waited there in ambush, and every time a lawyer tried to enter the building he would throw him down the steps. The lawyers gathered together down in front of the steps and discussed with each other what they should do; on the one hand they had actually no right to be allowed into the building so that there was hardly anything that they could legally do to the official and, as I've already mentioned, they would have to be careful not to set all the officials against them. On the other hand, any day not spent in court is a day lost for them and it was a matter of some importance to force their way inside. In the end, they agreed that they would try to tire the old man out. One lawyer after another was sent out to run up the steps and let himself be thrown down again, offering what resistance he could as long as it was passive resistance, and his colleagues would catch him at the bottom of the steps. That went on for about an hour until the old gentleman, who was already exhausted from working all night, was very tired and went back to his office.

Einstein was remarkable for his powers of concentration; he could work uninterruptedly for hours and even days on the same problem. Some of the topics that interested him remained on his mind for decades. For relaxation he turned to music and to sailing, but often his work would continue during these moments as well; he usually had a notebook in his pocket so that he could jot down any idea that came to him. Once, after the theory of relativity had been put forth, he confessed to his colleague Wolfgang Pauli, "For the rest of my life I want to reflect on what light is." It is perhaps not entirely an accident that a focus on light is also the first visual act of the newborn child.

The economic system is filled with trickery, and everyone needs to know that. We all have to navigate this system in order to maintain our dignity and integrity, and we all have to find inspiration to go on despite craziness all around us. We wrote this book for consumers, who need to be vigilant against a multitude of tricks played on them. We wrote it for businesspeople, who feel depressed at the cynicism of some of their colleagues and trapped into following suit out of economic necessity. We wrote it for government officials, who undertake the usually thankless task of regulating business. We wrote it for the volunteers, the philanthropists, the opinion leaders, who work on the side of integrity. And we wrote it for young people, looking ahead to a lifetime of work and wondering how they can find personal meaning in it. All these people will benefit from a study of phishing equilibrium—of economic forces that build manipulation and deception into the system unless we take courageous steps to fight it. We also need stories of heroes, people who out of personal integrity (rather than for economic gain) have managed to keep deception in our economy down to livable levels. We will tell plenty of stories of these heroes.

Our restaurant fostered a sense of camaraderie in a number of ways besides sharing the same nickname of 'chef.' Initially, we bonded through training. Once we opened, we worked in teams each night, meaning that we not only knew our colleagues well, we depended on them. Most importantly, we all had 'family meal' together every night, just like President Bush recommended to all families so that their children would have good values and grow up to be gun-toting, pro-life, pro-death, gas-guzzling, warmongering, monolingual, homophobic, wiretapped, Bible-thumping, genetically engineered, stem-cell harboring, abstinent creationists. Oops, I think I just lost all of my red state readers. To make up for it, I'll let you lose my ballot.

Take the issue of women being interrupted. An analysis of fifteen years of Supreme Court oral arguments found that ‘men interrupt more than women, and they particularly interrupt women more than they interrupt other men’.73 This goes for male lawyers (female lawyers weren’t found to interrupt at all) as well as judges, even though lawyers are meant to stop speaking when a justice starts speaking. And, as in the political sphere, the problem seems to have got worse as female representation on the bench has increased. An individualist solution might be to tell women to interrupt right back74 – perhaps working on their ‘polite interrupting’75 skills. But there’s a problem with this apparently gender-neutral approach, which is that it isn’t gender-neutral in effect: interrupting simply isn’t viewed the same way when women do it. In June 2017 US Senator Kamala Harris was asking an evasive Attorney General Jeff Sessions some tough questions. When he prevaricated once too often, she interrupted him and pressed him to answer. She was then in turn (on two separate occasions) interrupted and admonished by Senator John McCain for her questioning style.76 He did not do the same to her colleague Senator Rob Wyden, who subjected Sessions to similarly dogged questioning, and it was only Harris who was later dubbed ‘hysterical’.

Stress is not because of work—this is important to remember. Everybody thinks their job is stressful. No job is stressful. There are many jobs that could present challenging situations. There could be nasty bosses, insecure colleagues, emergency rooms, impossible deadlines—or you might even find yourself in the middle of a war zone! But these are not inherently stressful. It is our compulsive reaction to the situations in which we are placed that causes stress. Stress is a certain level of internal friction. One can easily lubricate the inner mechanism with some amount of inner work and awareness. So, it is your inability to handle your own system that is stressing you out. On some level, you do not know how to handle your body, mind, and emotions; that is the problem.

This book is an essay in what is derogatorily called "literary economics," as opposed to mathematical economics, econometrics, or (embracing them both) the "new economic history." A man does what he can, and in the more elegant - one is tempted to say "fancier" - techniques I am, as one who received his formation in the 1930s, untutored. A colleague has offered to provide a mathematical model to decorate the work. It might be useful to some readers, but not to me. Catastrophe mathematics, dealing with such events as falling off a height, is a new branch of the discipline, I am told, which has yet to demonstrate its rigor or usefulness. I had better wait. Econometricians among my friends tell me that rare events such as panics cannot be dealt with by the normal techniques of regression, but have to be introduced exogenously as "dummy variables." The real choice open to me was whether to follow relatively simple statistical procedures, with an abundance of charts and tables, or not. In the event, I decided against it. For those who yearn for numbers, standard series on bank reserves, foreign trade, commodity prices, money supply, security prices, rate of interest, and the like are fairly readily available in the historical statistics.

Our prevailing philosophy is “you do you”—be who you were made to be, make your own decisions, and live your best life. We just want you to actually do you—not Rachel Maddow or Sean Hannity—based on the experiences that you’re having every day and the values that you want to infuse into your life. And we want you to do you with your friends and neighbors and fellow parishioners and colleagues. Political pundits have become fond of discussing partisan politics as “tribal.” We don’t want your tribe to be your political party. We want it to be the communities in which you live, worship, and work—diverse in thought as they may be.

I adhered to this strategy right up to Mum's death, sharing experiences that I probably should have kept to myself, telling tales of drug-taking and STDs over a cup of tea at the kitchen table, graduating to infertility and marriage breakdown as I got older. There was never any condemnation from Mum, although she did gasp and shake her head sometimes. Whenever my life collapsed – which was often – I'd move back in with her, and no matter my age or what I was up to, she always put a hot-water bottle in my bed at night. [...] Mum advised, supported and steered me through my many disasters. Whether I'd said something stupid to someone at a party, made a mistake at work, fallen out with a colleague, was lonely, applying for a job, in a difficult relationship or spiked with drugs at a nightclub, she helped me make sense of the situation and find a way forward.

And in an essential way, this was what he was most ashamed of: not his poor understanding of sex, not his traitorous racial tendencies, not his inability to separate himself from his parents or make his own money or behave like an autonomous creature. It was that, when he and his colleagues sat there at night, the group of them burrowed deep into their own ambitious dream-structures, all of them drawing and planning their improbable buildings, he was doing nothing. He had lost the ability to imagine anything. And so every evening, while the others created, he copied: he drew buildings he had seen on his travels, buildings other people had dreamed and constructed, buildings he had lived in or passed through. Again and again, he made what had already been made, not bothering to improve them, just mimicking them. He was twenty-eight; his imagination had deserted him; he was a copyist. It frightened him. JB had his series. Jude had his work, Willem had his. But what if Malcolm never again created anything? He longed for the years when it was enough to simply be in his room with his hand moving over a piece of graph paper, before the years of decisions and identities, when his parents made his choices for him, and the only thing he had to concentrate on was the clean blade stroke of a line, the ruler's perfect knife edge.

But this was not enough on its own to generate the kind of terror that Mao wanted. On 18 August, a mammoth rally was held in Tiananmen Square in the center of Peking, with over a million young participants. Lin Biao appeared in public as Mao's deputy and spokesman for the first time. He made a speech calling on the Red Guards to charge out of their schools and 'smash up the four olds' defined as 'old ideas, old culture, old customs, and old habits." Following this obscure call, Red Guards all over China took to the streets, giving full vent to their vandalism, ignorance, and fanaticism. They raided people's houses, smashed their antiques, tore up paintings and works of calligraphy. Bonfires were lit to consume books. Very soon nearly all treasures in private collections were destroyed. Many writers and artists committed suicide after being cruelly beaten and humiliated, and being forced to witness their work being burned to ashes. Museums were raided. Palaces, temples, ancient tombs, statues, pagodas, city walls anything 'old' was pillaged. The few things that survived, such as the Forbidden City, did so only because Premier Zhou Enlai sent the army to guard them, and issued specific orders that they should be protected. The Red Guards only pressed on when they were encouraged. Mao hailed the Red Guards' actions as "Very good indeed!" and ordered the nation to support them. He encouraged the Red Guards to pick on a wider range of victims in order to increase the terror. Prominent writers, artists, scholars, and most other top professionals, who had been privileged under the Communist regime, were now categorically condemned as 'reactionary bourgeois authorities." With the help of some of these people's colleagues who hated them for various reasons, ranging from fanaticism to envy, the Red Guards began to abuse them. Then there were the old 'class enemies': former landlords and capitalists, people with Kuomintang connections, those condemned in previous political campaigns like the 'rightists' and their children.

I think people like him think work is supposed to be drudgery punctuated by very occasional moments of happiness, but when I say happiness, I mostly mean distraction. You know what I mean?” “No, please elaborate.” “Okay, say you go into the break room,” she said, “and a couple people you like are there, say someone’s telling a funny story, you laugh a little, you feel included, everyone’s so funny, you go back to your desk with a sort of, I don’t know, I guess afterglow would be the word? You go back to your desk with an afterglow, but then by four or five o’clock the day’s just turned into yet another day, and you go on like that, looking forward to five o’clock and then the weekend and then your two or three annual weeks of paid vacation time, day in day out, and that’s what happens to your life.” “Right,” Clark said. He was filled in that moment with an inexpressible longing. The previous day he’d gone into the break room and spent five minutes laughing at a colleague’s impression of a Daily Show bit. “That’s what passes for a life, I should say. That’s what passes for happiness, for most people. Guys like Dan, they’re like sleepwalkers,” she said, “and nothing ever jolts them awake.

To understand the workings of American politics, you have to understand this fundamental law: Conservatives think liberals are stupid. Liberals think conservatives are evil. For the first side of this equation, I need no sources. As a conservative, I can confidently attest that whatever else my colleagues might disagree about—Bosnia, John McCain, precisely how many orphans we’re prepared to throw into the snow so the rich can have their tax cuts—we all agree that liberals are stupid. We mean this, of course, in the nicest way. Liberals tend to be nice, and they believe—here is where they go stupid—that most everybody else is nice too. Deep down, that is. Sure, you’ve got your multiple felon and your occasional war criminal, but they’re undoubtedly depraved ’cause they’re deprived. If only we could get social conditions right—eliminate poverty, teach anger management, restore the ozone, arrest John Ashcroft—everyone would be holding hands smiley-faced, rocking back and forth to “We Shall Overcome.” Liberals believe that human nature is fundamentally good. The fact that this is contradicted by, oh, 4,000 years of human history simply tells them how urgent is the need for their next seven-point program for the social reform of everything.

The most direct path to Party was raising pigs. The company had several dozen of these and they occupied an unequaled place in the hearts of the soldiers; officers and men alike would hang around the pigsty, observing, commenting, and willing the animals to grow. If the pigs were doing well, the swine herds were the darlings of the company, and there were many contestants for this profession. Xiao-her became a full-time swineherd. It was hard, filthy work, not to mention the psychological pressure. Every night he and his colleagues took turns to get up in the small hours to give the pigs an extra feed. When a sow produced piglets they kept watch night after night in case she crushed them. Precious soybeans were carefully picked, washed, ground, strained, made into 'soybean milk," and lovingly fed to the mother to stimulate her milk. Life in the air force was very unlike what Xiao-her had imagined. Producing food took up more than a third of the entire time he was in the military. At the end of a year's arduous pig raising, Xiao-her was accepted into the Party. Like many others, he put his feet up and began to take it easy. After membership in the Party, everyone's ambition was to become an officer; whatever advantage the former brought, the latter doubled it. Getting to be an officer depended on being picked by one's superiors, so the key was never to displease them. One day Xiao-her was summoned to see one of the college's political commissars. Xiao-her was on tenterhooks, not knowing whether he was in for some unexpected good fortune or total disaster. The commissar, a plump man in his fifties with puffy eyes and a loud, commanding voice, looked exceedingly benign as he lit up a cigarette and asked Xiao-her about his family background, age, and state of health. He also asked whether he had a fiance to which Xiao-her replied that he did not. It struck Xiao-her as a good sign that the man was being so personal. The commissar went on to praise him: "You have studied Marxism-Leninism-Mao Zedong Thought conscientiously. You have worked hard. The masses have a good impression of you. Of course, you must keep on being modest; modesty makes you progress," and so on. By the time the commissar stubbed out his cigarette, Xiao-her thought his promotion was in his pocket.

But he still lingered, feeling the wind lift his hair and grateful for another minute of peace. He was grateful, too, that Kate Miskin could share it with him without the need to speak and without making him feel that her silence was a conscious discipline. He had chosen her because he needed a woman in his team and she was the best available. The choice had been partly rational, partly instinctive and he was beginning to realize just how well his instinct had served him. It would have been dishonest to say that there was no hint of sexuality between them. In his experience there nearly always was, however repudiated or unacknowledged, between any reasonable attractive heterosexual couple who worked together. He wouldn’t have chosen her if he had found her disturbingly attractive but the attraction was there and he wasn’t immune to it. But despite this pinprick of sexuality, perhaps because of it, he found her surprisingly restful to work with. She had an instinctive knowledge of what he wanted; she knew when to be silent; she wasn’t overly deferential. He suspected that with part of her mind, she saw his vulnerabilities more clearly, and understood him better and was more judgmental than were any of his male colleagues. { by Adam Dalgliesh, of his teammate Kate Miskin }

But what if you can’t find a colleague with a compatible schedule? When Taylor went away to speak at a conference for a week, I needed to re-create the experience of making an effort pact with another person. Thankfully, I found Focusmate. With a vision to help people around the world stay focused, they facilitate effort pacts via a one-to-one video conferencing service. While Taylor was away, I signed up at Focusmate.com and was paired with a Czech medical school student named Martin. Because I knew he would be waiting for me to co-work at our scheduled time, I didn’t want to let him down. While Martin was hard at work memorizing human anatomy, I stayed focused on my writing. To discourage people from skipping their meeting times, participants are encouraged to leave a review of their focus mate.5 Effort pacts make us less likely to abandon the task at hand. Whether we make them with friends and colleagues, or via tools like Forest, SelfControl, Focusmate, or kSafe, effort pacts are a simple yet highly effective way to keep us from getting distracted.

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

Chief Nanga was a born politician; he could get away with almost anything he said or did. And as long as men are swayed by their hearts and stomachs and not their heads the Chief Nangas of the world will continue to get away with anything. He had that rare gift of making people feel - even while he was saying harsh things to them - that there was not a drop of ill will in his entire frame. I remember the day he was telling his ministerial colleague over the telephone in my presence that he distrusted our young university people and that he would rather work with a European. I knew I was hearing terrible things but somehow I couldn't bring myself to take the man seriously. He had been so open and kind to me and not in the least distrustful. The greatest criticism a man like him seemed capable of evoking in our country was an indulgent: 'Make you no min' am.

Someties it is hard to criticize, one wants only to chronicle. The good and mediocre books come in from week to week, and I put them aside and read them and think of what to say; but the "worthless" books come in day after day, like the cries and truck sounds from the street, and there is nothing that anyone could think of that is good enough for them. In the bad type of thin pamphlets, in hand-set lines on imported paper, people's hard lives and hopeless ambitions have expressed themselves more directly and heartbreakingly than they have ever expressed in any work of art:. it is as if the writers had sent you their ripped-out arms and legs, with "This is a poem" scrawled on them in lipstick. After a while one is embarrassed not so much for them as for poetry, which is for these poor poets one more of the openings against which everyone in the end beats his brains out; and one finds it unbearable that poetry should be so hard to write - a game of Pin the Tail on the Donkey in which there is for most of the players no tail, no donkey, not even a booby prize. If there were only some mechanism (like Seurat's proposed system of painting, or the projected Universal Algebra that Gödel believes Leibnitz to have perfected and mislaid) for reasonably and systematically converting into poetry what we see and feel and are! When one reads the verse of people who cannot write poems - people who sometimes have more intelligence, sensibility, and moral discrimination than most of the poets - it is hard not to regard the Muse as a sort of fairy godmother who says to the poet, after her colleagues have showered on him the most disconcerting and ambiguous gifts, "Well, never mind. You're still the only one that can write poetry.

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.

Putting It into Practice: Neutralizing Negativity Use the techniques below anytime you’d like to lessen the effects of persistent negative thoughts. As you try each technique, pay attention to which ones work best for you and keep practicing them until they become instinctive. You may also discover some of your own that work just as well. ♦ Don’t assume your thoughts are accurate. Just because your mind comes up with something doesn’t necessarily mean it has any validity. Assume you’re missing a lot of elements, many of which could be positive. ♦ See your thoughts as graffiti on a wall or as little electrical impulses flickering around your brain. ♦ Assign a label to your negative experience: self-criticism, anger, anxiety, etc. Just naming what you are thinking and feeling can help you neutralize it. ♦ Depersonalize the experience. Rather than saying “I’m feeling ashamed,” try “There is shame being felt.” Imagine that you’re a scientist observing a phenomenon: “How interesting, there are self-critical thoughts arising.” ♦ Imagine seeing yourself from afar. Zoom out so far, you can see planet Earth hanging in space. Then zoom in to see your continent, then your country, your city, and finally the room you’re in. See your little self, electrical impulses whizzing across your brain. One little being having a particular experience at this particular moment. ♦ Imagine your mental chatter as coming from a radio; see if you can turn down the volume, or even just put the radio to the side and let it chatter away. ♦ Consider the worst-case outcome for your situation. Realize that whatever it is, you’ll survive. ♦ Think of all the previous times when you felt just like this—that you wouldn’t make it through—and yet clearly you did. We’re learning here to neutralize unhelpful thoughts. We want to avoid falling into the trap of arguing with them or trying to suppress them. This would only make matters worse. Consider this: if I ask you not to think of a white elephant—don’t picture a white elephant at all, please!—what’s the first thing your brain serves up? Right. Saying “No white elephants” leads to troops of white pachyderms marching through your mind. Steven Hayes and his colleagues studied our tendency to dwell on the forbidden by asking participants in controlled research studies to spend just a few minutes not thinking of a yellow jeep. For many people, the forbidden thought arose immediately, and with increasing frequency. For others, even if they were able to suppress the thought for a short period of time, at some point they broke down and yellow-jeep thoughts rose dramatically. Participants reported thinking about yellow jeeps with some frequency for days and sometimes weeks afterward. Because trying to suppress a self-critical thought only makes it more central to your thinking, it’s a far better strategy to simply aim to neutralize it. You’ve taken the first two steps in handling internal negativity: destigmatizing discomfort and neutralizing negativity. The third and final step will help you not just to lessen internal negativity but to actually replace it with a different internal reality.

MY FATHER If I have to write a poem about my father it has to be about integrity and kindness — the selfless kind of kindness that is so very rare I am sure there will be many people living somewhere who must be as kind as him but what I mean to say is I have not met one yet and when it comes to helping others he always helps too much and as the saying goes — help someone, you earn a friend. help someone too much, you make an enemy. — so you know the gist of what I’m trying to say here anyways I was talking about the poem about my father it has to be about passion and hard work because you see you cannot separate these things from him they are part of him as his two eyes and two hands and his heart and his soul and his whole being and you cannot separate wind and waves or living and the universe or earth and heavens and although he never got any award from bureaucracy the students he taught ages ago still touch his feet and some of them are the people you have to make an appointment to meet even if it is for two minutes of their time and that’s a reward for him bigger than any other that some of his colleagues got for their flattery and also I have to write about reliability as well because you see as the sun always rises and the snowflakes are always six-folds and the spring always comes and the petals of a sunflower and every flower follows the golden ratio of symmetry my father never fails to keep his promise I have to mention the rage as well that he always carries inside him like a burning fire for wrongdoings for injustice and now he carries a bitterness too for people who used him good and discarded as it always happens with every good man in our world of humans and you must be thinking he has learned his lessons well you go to him — it does not matter who you are if he knows you or you are a stranger from other side of the world — and ask for his help he will be happy to do so as you must know people never change not their soul in any case.

When you leave a job, one of the hardest decisions you have to make on cleaning out your desk is what to do with the coffinlike cardboard tray holding 958 fresh-smelling business cards. You can’t throw them out— they and the nameplate and a few sample payroll stubs are proof to yourself that you once showed up at that building every day and solved complicated, utterly absorbing problems there; unfortunately, the problems themselves, though they once obsessed you, and kept you working late night after night, and made you talk in your sleep, turn out to have been hollow: two weeks after your last day that already have contracted into inert pellets one-fiftieth of their former size; you find yourself unable to create the sense of what was really at stake, for it seems to have been the Hungarian 5/2 rhythm of the lived workweek alone that kept each fascinating crisis inflated to its full interdepartmental complexity. But coterminously, while the problems you were paid to solve collapse, the nod of the security guard, his sign-in book, the escalator ride, the things on your desk, the site of colleagues’ offices, their faces seen from characteristic angles, the features of the corporate bathroom, all miraculously expand: and in this way what was central and what was incidental end up exactly reversed.

It wasn’t until I got to the law firm that things started hitting me. First, the people around me seemed pretty unhappy. You can go to any corporate law firm and see dozens of people whose satisfaction with their jobs is below average. The work was entirely uninspiring. We were for the most part grease on a wheel, helping shepherd transactions along; it was detail-intensive and often quite dull. Only years later did I realize what our economic purpose was: if a transaction was large enough, you had to pay a team of people to pore over documents into the wee hours to make sure nothing went wrong. I had zero attachment to my clients—not unusual, given that I was the last rung down on the ladder, and most of the time I only had a faint idea of who my clients were. Someone above me at the firm would give me a task, and I’d do it. I also kind of thought that being a corporate lawyer would help me with the ladies. Not so much, just so you know. It was true that I was getting paid a lot for a twenty-four-year-old with almost no experience. I made more than my father, who has a PhD in physics and had generated dozens of patents for IBM over the years. It seemed kind of ridiculous to me; what the heck had I done to deserve that kind of money? As you can tell, not a whole lot. That didn’t keep my colleagues from pitching a fit if the lawyers across the street were making one dollar more than we were. Most worrisome of all, my brain started to rewire itself after only the first few months. I was adapting. I started spotting issues in offering memoranda. My ten-thousand-yard unblinking document review stare got better and better. Holy cow, I thought—if I don’t leave soon, I’m going to become good at this and wind up doing it for a long time. My experience is a tiny data point in a much bigger problem.

A reflection on Robert Lowell Robert Lowell knew I was not one of his devotees. I attended his famous “office hours” salon only a few times. Life Studies was not a book of central importance for me, though I respected it. I admired his writing, but not the way many of my Boston friends did. Among poets in his generation, poems by Elizabeth Bishop, Alan Dugan, and Allen Ginsberg meant more to me than Lowell’s. I think he probably sensed some of that. To his credit, Lowell nevertheless was generous to me (as he was to many other young poets) just the same. In that generosity, and a kind of open, omnivorous curiosity, he was different from my dear teacher at Stanford, Yvor Winters. Like Lowell, Winters attracted followers—but Lowell seemed almost dismayed or a little bewildered by imitators; Winters seemed to want disciples: “Wintersians,” they were called. A few years before I met Lowell, when I was still in California, I read his review of Winters’s Selected Poems. Lowell wrote that, for him, Winters’s poetry passed A. E. Housman’s test: he felt that if he recited it while he was shaving, he would cut himself. One thing Lowell and Winters shared, that I still revere in both of them, was a fiery devotion to the vocal essence of poetry: the work and interplay of sentences and lines, rhythm and pitch. The poetry in the sounds of the poetry, in a reader’s voice: neither page nor stage. Winters criticizing the violence of Lowell’s enjambments, or Lowell admiring a poem in pentameter for its “drill-sergeant quality”: they shared that way of thinking, not matters of opinion but the matter itself, passionately engaged in the art and its vocal—call it “technical”—materials. Lowell loved to talk about poetry and poems. His appetite for that kind of conversation seemed inexhaustible. It tended to be about historical poetry, mixed in with his contemporaries. When he asked you, what was Pope’s best work, it was as though he was talking about a living colleague . . . which in a way he was. He could be amusing about that same sort of thing. He described Julius Caesar’s entourage waiting in the street outside Cicero’s house while Caesar chatted up Cicero about writers. “They talked about poetry,” said Lowell in his peculiar drawl. “Caesar asked Cicero what he thought of Jim Dickey.” His considerable comic gift had to do with a humor of self and incongruity, rather than wit. More surreal than donnish. He had a memorable conversation with my daughter Caroline when she was six years old. A tall, bespectacled man with a fringe of long gray hair came into her living room, with a certain air. “You look like somebody famous,” she said to him, “but I can’t remember who.” “Do I?” “Yes . . . now I remember!— Benjamin Franklin.” “He was a terrible man, just awful.” “Or no, I don’t mean Benjamin Franklin. I mean you look like a Christmas ornament my friend Heather made out of Play-Doh, that looked like Benjamin Franklin.” That left Robert Lowell with nothing to do but repeat himself: “Well, he was a terrible man.” That silly conversation suggests the kind of social static or weirdness the man generated. It also happens to exemplify his peculiar largeness of mind . . . even, in a way, his engagement with the past. When he died, I realized that a large vacuum had appeared at the center of the world I knew.

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.

Hey - Duggie! Duggie! Duggie!" He came running up to me, sparkler in hand. I felt like sticking one on him, the cheeky bastard. Nobody called me Duggie. He held the sparkler up in front of my face and said, "Wait. Wait." I was already waiting. What else was there to do? "Here you are," he said. "Look! What's this?" At that precise moment, his sparkler fizzled out. I didn't say anything, so he supplied the answer himself. "The death of the socialist dream," he said. He giggled like a little maniac, and stared at me for a second or two before running off, and in that time I saw exactly the same thing I'd seen in Stubbs's eyes the day before. The same triumphalism, the same excitement, not because something new was being created, but because something was being destroyed. I thought about Phillip and his stupid rock symphony and I swear that my eyes pricked with tears. This ludicrous attempt to squeeze the history of the countless millennia into half an hour's worth of crappy riffs and chord changes suddenly seemed no more Quixotic than all the things my dad and his colleagues had been working towards for so long. A national health service, free to everyone who needed it. Redistribution of wealth through taxation. Equality of opportunity. Beautiful ideas, Dad, noble aspirations, just as there was the kernel of something beautiful in Philip's musical hodge-podge. But it was never going to happen. If there had ever been a time when it might have happened, that time was slipping away. The moment had passed. Goodbye to all that. Easy to be clever with hindsight, I know, but I was right, wasn't I? Look back on that night from the perspective of now, the closing weeks of the closing century of our second millennium - if the calendar of some esoteric and fast-disappearing religious sect counts for anything any more - and you have to admit that I was right. And so was Benjamin's brother, the little bastard, with his sparkler and his horrible grin and that nasty gleam of incipient victory in his twelve-year-old eyes. Goodbye to all that, he was saying. He'd worked it out already. He knew what the future held in store.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation