Construction Companies Quotes

An acquaintance merely enjoys your company, a fair-weather companion flatters when all is well, a true friend has your best interests at heart and the pluck to tell you what you need to hear.

The place was packed as we flooded in, all the patrons freezing at the sight of an armed sheriff, two deputies, an Indian, and a construction worker; we probably looked like the Village People.

I have been to many religious services over the years. Each one I go to only reinforces my general impression that religions have much, much more in common than they like to admit. The beliefs are almost always the same; it's just that the histories are different. Everybody wants to believe in a higher power. Everybody wants to belong to something bigger than themselves, and everybody wants company in doing that. They want there to be a force of good on earth, and they want an incentive to be a part of that force. They want to be able to prove their belief and their belonging, through rituals and devotion. They want to touch the enormity. It's only in the finer points that it gets complicated and contentious, the inability to realize that no matter what our religion or gender or race or geographic background, we all have about 98 percent in common with each other. yes, the differences between male and female are biological, but if you look at the biology as a matter of percentage, there aren't a whole lot of things that are different. Race is different purely as a social construction, not as an inherent difference. And religion--whether you believe in God or Yahweh or Allah or something else, odds are that at heart you want the same things. For whatever reason, we like to focus on the 2 percent that's different, and most of the conflict in the world comes from that.

We don't need more museums that try to construct the historical narratives of a society, community, team, nation, state, tribe, company, or species. We all know that the ordinary, everyday stories of individuals are riches, more humane, and much more joyful.

The construction industry doesn't have to be so resource intensive. If construction companies start using better materials like mushroom bricks or upcycled prefab bricks and better systems like additive manufacturing using locally sourced natural materials... Then a lot of progress will be made.

When constructs were first developed, they were originally supposed to have a pre-sentient level of intelligence, like the dumber variety of bot. But you can’t put something as dumb as a hauler bot in charge of security for anything without spending even more money for expensive company-employed human supervisors. So they made us smarter. The anxiety and depression were side effects.

By encouraging a culture of collaboration, open communication, and constructive debate, boards can harness the collective wisdom of their members and make decisions that drive the company towards long-term success.

Whether you're the manager of a restaurant, a bar, a school, a construction company, an investment fund or a real estate management firm - leadership is critical to moving the business forward.

EHMs provide favors. These take the form of loans to develop infrastructure—electric generating plants, highways, ports, airports, or industrial parks. A condition of such loans is that engineering and construction companies from our own country must build all these projects. In essence, most of the money never leaves the United States; it is simply transferred from banking offices in Washington to engineering offices in New York, Houston, or San Francisco. Despite the fact that the money is returned almost immediately to corporations that are members of the corporatocracy (the creditor), the recipient country is required to pay it all back, principal plus interest.

War is a marvellous stimulus for the economy of a failing country. It takes young men out of unemployment and creates wealth for Arms dealers, construction companies and medical and drugs corporations. Said country can rape thieve and pillage with complete justification. World War III - coming to a TV screen near you soon.

Jones was Michael Jones, and he owned a reasonably successful construction company along with his brother Francis and their business partner

I will build a car for the great multitude. It will be large enough for the family, but small enough for the individual to run and care for. It will be constructed of the best materials, by the best men to be hired, after the simplest designs that modern engineering can devise. But it will be so low in price that no man making a good salary will be unable to own one - and enjoy with his family the blessing of hours of pleasure in God's great open spaces. - Henry Ford

At this time we should take a brife moment to mention quacks: alternative therapists who sell vitamins and homeopathy sugar pills [the latter of which, by definition, contain no active ingredients], which perform no better than placebo in fair tests, and who use even cruder marketing tricks than the ones described in this book. In these people profit at all from the justified anger that people feel towards the pharmaceutical industry, then it comes at the expense of genuinely constructive activity. Selling ineffective sugar pills is not a meaningful policy response to the regulatory failure we have seen in this book

We, who work every day just to survive, swear on the blood of our ancestors that we will never allow dams across our rivers. We are simple Indians and mestizos, but we would rather die than stand by as our land is flooded. We warn our Colombian brothers: stop working for the construction companies.

We have given teens more money, so they can construct their own social and material worlds more easily. We have given them more time to spend among themselves — and less time in the company of adults. We have given them e-mail and beepers and, most of all, cellular phones, so that they can fill in all the dead spots in their day — dead spots that might once have been filled with the voices of adults — with the voices of their peers. That is a world ruled by the logic of word of mouth, by the contagious messages that teens pass among themselves. Columbine is now the most prominent epidemic of isolation among teenagers. It will not be the last.

Eventually, not to say improbably, Alvin was constructed by General Mills, the food company, at a factory where it made the machines to produce breakfast cereals.

When we look at other people, we are prone to construct our own ideal images of ourselves, which we then detract from and judge. Imagine, for example, a child who never talks back to his parents, excels in both schoolwork and sports, attends a good university, and joins a large company. There are parents who will compare their child to such an image of an ideal child—which is an impossible fiction—and then be filled with complaints and dissatisfaction. They treat the idealized image as one hundred points, and they gradually subtract from that. This is truly a “judgment” way of thinking. Instead, the parents could refrain from comparing their child to anyone else, see him for who he actually is, and be glad and grateful for his being there. Instead of taking away points from some idealized image, they could start from zero. And if they do that, they should be able to call out to his existence itself.

Romantic literature often presents the individual as somebody caught in a struggle against the state and the market. Nothing could be further from the truth. The state and the market are the mother and father of the individual, and the individual can survive only thanks to them. The market provides us with work, insurance and a pension. If we want to study a profession, the government’s schools are there to teach us. If we want to open a business, the bank loans us money. If we want to build a house, a construction company builds it and the bank gives us a mortgage, in some cases subsidised or insured by the state. If violence flares up, the police protect us. If we are sick for a few days, our health insurance takes care of us. If we are debilitated for months, social security steps in. If we need around-the-clock assistance, we can go to the market and hire a nurse – usually some stranger from the other side of the world who takes care of us with the kind of devotion that we no longer expect from our own children. If we have the means, we can spend our golden years at a senior citizens’ home. The tax authorities treat us as individuals, and do not expect us to pay the neighbours’ taxes. The courts, too, see us as individuals, and never punish us for the crimes of our cousins. Not only adult men, but also women and children, are recognised as individuals. Throughout most of history, women were often seen as the property of family or community. Modern states, on the other hand, see women as individuals, enjoying economic and legal rights independently of their family and community. They may hold their own bank accounts, decide whom to marry, and even choose to divorce or live on their own. But the liberation of the individual comes at a cost. Many of us now bewail the loss of strong families and communities and feel alienated and threatened by the power the impersonal state and market wield over our lives. States and markets composed of alienated individuals can intervene in the lives of their members much more easily than states and markets composed of strong families and communities. When neighbours in a high-rise apartment building cannot even agree on how much to pay their janitor, how can we expect them to resist the state? The deal between states, markets and individuals is an uneasy one. The state and the market disagree about their mutual rights and obligations, and individuals complain that both demand too much and provide too little. In many cases individuals are exploited by markets, and states employ their armies, police forces and bureaucracies to persecute individuals instead of defending them. Yet it is amazing that this deal works at all – however imperfectly. For it breaches countless generations of human social arrangements. Millions of years of evolution have designed us to live and think as community members. Within a mere two centuries we have become alienated individuals. Nothing testifies better to the awesome power of culture.

Like casinos, large corporate entities have studied the numbers and the ways in which people respond to them. These are not con tricks - they're not even necessarily against our direct interests, although sometimes they can be - but they are hacks for the human mind, ways of manipulating us into particular decisions we otherwise might not make. They are also, in a way, deliberate underminings of the core principle of the free market, which derives its legitimacy from the idea that informed self-interest on aggregate sets appropriate prices for items. The key word is 'informed'; the point of behavioural economics - or rather, of its somewhat buccaneering corporate applications - is to skew our perception of the purchase to the advantage of the company. The overall consequence of that is to tilt the construction of our society away from what it should be if we were making the rational decisions classical economics imagines we would, and towards something else.

Today the man who has the courage to build himself a house constructs a meeting place for the people who will descend upon him on foot, by car, or by telephone. Employees of the gas, the electric, and the water- works will arrive; agents from life and fire insurance companies; building inspectors, collectors of radio tax; mortgage creditors and rent assessors who tax you for living in your own home.

Romantic literature often presents the individual as somebody caught in a struggle against the state and the market. Nothing could be further from the truth. The state and the market are the mother and father of the individual, and the individual can survive only thanks to them. The market provides us with work, insurance and a pension. If we want to study a profession, the government’s schools are there to teach us. If we want to open a business, the bank loans us money. If we want to build a house, a construction company builds it and the bank gives us a mortgage, in some cases subsidised or insured by the state. If violence flares up, the police protect us. If we are sick for a few days, our health insurance takes care of us. If we are debilitated for months, national social services steps in.

Not much of a gentleman, but what did I care? I just wished he’d walk a little slower. I needed a little more time before the dreaded car ride. I followed him to a shiny burgundy Mercedes. The Steels had money. A lot of it. While I went home from college during the summers and did secretarial work for my father’s construction company, Marj took whirlwind tours to Europe and cruises to the Greek Isles.

The tech companies are destroying something precious, which is the possibility of contemplation. They have created a world in which we’re constantly watched and always distracted. Through their accumulation of data, they have constructed a portrait of our minds, which they use to invisibly guide mass behavior (and increasingly individual behavior) to further their financial interests. They have eroded the integrity of institutions—media, publishing—that supply the intellectual material that provokes thought and guides democracy. Their most precious asset is our most precious asset, our attention, and they have abused it.

Act I, Scene 1 GARRY: ....My worst defect is that I am apt to worry too much about what people think of me when I'm alive. But I'm not going to do that anymore. I'm changing my methods and you're my first experiment. As a rule, when insufferable young beginners have he impertinence to criticise me, I dismiss the whole thing lightly because I'm embarrassed for them and consider it not quite fair game to puncture their inflated egos too sharply. But this time my highbrow young friend you're going to get it in the neck. To begin with your play is not a play at all. It's a meaningless jumble of adolescent, pseudo intellectual poppycock. And you yourself wouldn't be here at all if I hadn't been bloody fool enough to pick up the telephone when my secretary wasn't looking. Now that you are here, however, I would like to tell you this. If you wish to be a playwright you just leave the theater of to-morrow to take care of itself. Go and get yourself a job as a butler in a repertory company if they'll have you. Learn from the ground up how plays are constructed and what is actable and what isn't. Then sit down and write at least twenty plays one after the other, and if you can manage to get the twenty-first produced for a Sunday night performance you'll be damned lucky! ROLAND (hypnotised): I'd no idea you were like this. You're wonderful!

The family was also the welfare system, the health system, the education system, the construction industry, the trade union, the pension fund, the insurance company, the radio, the television, the newspapers, the bank and even the police.

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

To write timelessly about the here and now, a writer must approach the present indirectly. The story has to be about more than it at first seems. Shakespeare used the historical sources of his plays as a scaffolding on which to construct detailed portraits of his own age. The interstices between the secondhand historical plots and Shakespeare’s startlingly original insights into Elizabethan England are what allow his work to speak to us today. Reading Shakespeare, we know what it is like, in any age, to be alive. So it is with Moby-Dick, a novel about a whaling voyage to the Pacific that is also about America racing hell-bent toward the Civil War and so much more. Contained in the pages of Moby-Dick is nothing less than the genetic code of America: all the promises, problems, conflicts, and ideals that contributed to the outbreak of a revolution in 1775 as well as a civil war in 1861 and continue to drive this country’s ever-contentious march into the future. This means that whenever a new crisis grips this country, Moby-Dick becomes newly important. It is why subsequent generations have seen Ahab as Hitler during World War II or as a profit-crazed deep-drilling oil company in 2010 or as a power-crazed Middle Eastern dictator in 2011.

What was I supposed to do, kill all humans because the ones in charge of constructs in the company were callous? I liked imaginary people on the entertainment feed way more than I liked the real ones, but you can't have one without the other."--Murderbot

Writing software is not a variable cost, but it's not really a fixed cost either. Writing software is an ongoing, revenue-generating operation of the company, and it is not the same as constructing a factory. The expensive craftsmen who build the factory leave and go to work on some other job after the building is erected.

The world’s first commercial railroad opened for business in 1830, in Britain. By 1850, Western nations were criss-crossed by almost 25,000 miles of railroads – but in the whole of Asia, Africa and Latin America there were only 2,500 miles of tracks. In 1880, the West boasted more than 220,000 miles of railroads, whereas in the rest of the world there were but 22,000 miles of train lines (and most of these were laid by the British in India).5 The first railroad in China opened only in 1876. It was 15 miles long and built by Europeans – the Chinese government destroyed it the following year. In 1880 the Chinese Empire did not operate a single railroad. The first railroad in Persia was built only in 1888, and it connected Tehran with a Muslim holy site about 6 miles south of the capital. It was constructed and operated by a Belgian company. In 1950, the total railway network of Persia still amounted to a meagre 1,500 miles, in a country seven times the size of Britain.

The original paraphernalia for the lottery had been lost long ago, and the black box now resting on the stool had been put into use even before Old Man Warner, the oldest man in town, was born. Mr. Summers spoke frequently to the villagers about making a new box, but no one liked to upset even as much tradition as was represented by the black box. There was a story that the present box had been made with some pieces of the box that had preceded it, the one that had been constructed when the first people settled down to make a village here. Every year, after the lottery, Mr. Summers began talking again about a new box, but every year the subject was allowed to fade off without anything's being done. The black box grew shabbier each year: by now it was no longer completely black but splintered badly along one side to show the original wood color, and in some places faded or stained. Mr. Martin and his oldest son, Baxter, held the black box securely on the stool until Mr. Summers had stirred the papers thoroughly with his hand. Because so much of the ritual had been forgotten or discarded, Mr. Summers had been successful in having slips of paper substituted for the chips of wood that had been used for generations. Chips of wood, Mr. Summers had argued, had been all very well when the village was tiny, but now that the population was more than three hundred and likely to keep on growing, it was necessary to use something that would fit more easily into he black box. The night before the lottery, Mr. Summers and Mr. Graves made up the slips of paper and put them in the box, and it was then taken to the safe of Mr. Summers' coal company and locked up until Mr. Summers was ready to take it to the square next morning. The rest of the year, the box was put way, sometimes one place, sometimes another; it had spent one year in Mr. Graves's barn and another year underfoot in the post office. and sometimes it was set on a shelf in the Martin grocery and left there.

This money could have paid for health care for everyone and for programs to create jobs for all. Instead of giving out contracts for companies to build bombers and nuclear submarines, the government could have given contracts to nonprofit agencies to hire people to build homes, clean up rivers, and construct public transportation systems. Instead,

Overnight, however, he apparently had second thoughts, or did some textbook reading on his own, and at the next meeting he turned to me as the first order of business. “On the black paint,” he said, “you were right about the advantages and I was wrong.” He handed me a quarter. It was a rare win. So Kelly approved my idea of painting the airplane black, and by the time our first prototype rolled out the airplane became known as the Blackbird. Our supplier, Titanium Metals Corporation, had only limited reserves of the precious alloy, so the CIA conducted a worldwide search and, using third parties and dummy companies, managed to unobtrusively purchase the base metal from one of the world’s leading exporters—the Soviet Union. The Russians never had an inkling of how they were actually contributing to the creation of the airplane being rushed into construction to spy on their homeland.

In most companies, no one really notices you until they need you. And even then, when someone wanders into your office or IMs you and finds that you’re gone, they just assume you’re doing something constructive. Sitting in some horrible, pointless meeting. Stealing office supplies. Weeping gently in a bathroom stall on the fourth floor. Once you’ve established yourself as reasonably competent, you can pretty much come and go as you please. And

Like all financial schemes, the Mississippi Scheme was constructed upon the volatile foundation of confidence. For the public to continue to use the Banque Royale’s banknotes, it had to remain confident that those banknotes would retain and represent their stated face value. And for the public to continue to invest in Mississippi Company shares, it had to remain confident that the prospects of the Mississippi Company justified the market price of the shares.

If you ask people what is characteristic of the best groups they have ever been members of, the same traits keep being mentioned: small, informal, egalitarian, inspired by shared goals, the knowledge that what they do is recognized and valued. They report that the group does its work in a spirit of energized sharing, with much constructive self-examination. … Groups fail in organizations mainly because they are in organizations. They reflect the surrounding cultures—rigid, formal, and highly political in many cases.

The state and the market are the mother and father of the individual, and the individual can survive only thanks to them. The market provides us with work, insurance and a pension. If we want to study a profession, the government’s schools are there to teach us. If we want to open a business, the bank loans us money. If we want to build a house, a construction company builds it and the bank gives us a mortgage, in some cases subsidised or insured by the state. If violence flares up, the police protect us. If we are sick for a few days, our health insurance takes care of us. If we are debilitated for months, national social services steps in. If we need around-the-clock assistance, we can go to the market and hire a nurse – usually some stranger from the other side of the world who takes care of us with the kind of devotion that we no longer expect from our own children. If we have the means, we can spend our golden years at a senior citizens’ home. The tax authorities treat us as individuals, and do not expect us to pay the neighbours’ taxes. The courts, too, see us as individuals, and never punish us for the crimes of our cousins.

Pioneered in Iraq, for-profit relief and reconstruction has already become the new global paradigm, regardless of whether the original destruction occurred from a preemptive war, such as Israel’s 2006 attack on Lebanon, or a hurricane. With resource scarcity and climate change providing a steadily increasing flow of new disasters, responding to emergencies is simply too hot an emerging market to be left to the nonprofits—why should UNICEF rebuild schools when it can be done by Bechtel, one of the largest engineering firms in the U.S.? Why put displaced people from Mississippi in subsidized empty apartments when they can be housed on Carnival cruise ships? Why deploy UN peacekeepers to Darfur when private security companies like Blackwater are looking for new clients? And that is the post-September 11 difference: before, wars and disasters provided opportunities for a narrow sector of the economy—the makers of fighter jets, for instance, or the construction companies that rebuilt bombed-out bridges. The primary economic role of wars, however, was as a means to open new markets that had been sealed off and to generate postwar peacetime booms. Now wars and disaster responses are so fully privatized that they are themselves the new market; there is no need to wait until after the war for the boom—the medium is the message. One distinct advantage of this postmodern approach is that in market terms, it cannot fail. As a market analyst remarked of a particularly good quarter for the earnings of the energy services company Halliburton, “Iraq was better than expected.”31 That was in October 2006, then the most violent month of the war on record, with 3,709 Iraqi civilian casualties.32 Still, few shareholders could fail to be impressed by a war that had generated $20 billion in revenues for this one company.33 Amid the weapons trade, the private soldiers, for-profit reconstruction and the homeland security industry, what has emerged as a result of the Bush administration’s particular brand of post-September 11 shock therapy is a fully articulated new economy. It was built in the Bush era, but it now exists quite apart from any one administration and will remain entrenched until the corporate supremacist ideology that underpins it is identified, isolated and challenged.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

A major challenge in constructing theories and models is to identify the important quantities that capture the essential dynamics at each organizational level of a system. For instance, in thinking about the solar system, the masses of the planets and the sun are clearly of central importance in determining the motion of the planets, but their color (Mars red, the Earth mottled blue, Venus white, etc.) is irrelevant: the color of the planets is irrelevant for calculating the details of their motion. Similarly, we don’t need to know the color of the satellites that allow us to communicate on our cell phones when calculating their detailed motion.

Romantic literature often presents the individual as somebody caught in a struggle against the state and the market. Nothing could be further from the truth. The state and the market are the mother and father of the individual, and the individual can survive only thanks to them. The market provides us with work, insurance and a pension. If we want to study a profession, the government’s schools are there to teach us. If we want to open a business, the bank loans us money. If we want to build a house, a construction company builds it and the bank gives us a mortgage, in some cases subsidised or insured by the state. If violence flares up, the police protect us. If we are sick for a few days, our health insurance takes care of us. If we are debilitated for months, national social services steps in. If we need around-the-clock assistance, we can go to the market and hire a nurse – usually some stranger from the other side of the world who takes care of us with the kind of devotion that we no longer expect from our own children. If we have the means, we can spend our golden years at a senior citizens’ home. The tax authorities treat us as individuals, and do not expect us to pay the neighbours’ taxes. The courts, too, see us as individuals, and never punish us for the crimes of our cousins.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

Romantic literature often presents the individual as somebody caught in a struggle against the state and the market. Nothing could be further from the truth. The state and the market are the mother and father of the individual, and the individual can survive only thanks to them. The market provides us with work, insurance and a pension. If we want to study a profession, the government’s schools are there to teach us. If we want to open a business, the bank loans us money. If we want to build a house, a construction company builds it and the bank gives us a mortgage, in some cases subsidised or insured by the state. If violence flares up, the police protect us. If we are sick for a few days, our health insurance takes care of us. If we are debilitated for months, national social services steps in. If we need around-the-clock assistance, we can go to the market and hire a nurse – usually some stranger from the other side of the world who takes care of us with the kind of devotion that we no longer expect from our own children. If we have the means, we can spend our golden years at a senior citizens’ home. The tax authorities treat us as individuals, and do not expect us to pay the neighbours’ taxes. The courts, too, see us as individuals, and never punish us for the crimes of our cousins. Not

Whatand why were never questions for me. How was the only question. When I look back now, I realize that I never thought about what I wanted to become in life. I only thought about how I wanted to live my life. And I knew that the “how” could only be determined within me and by me. There was a big boom in poultry farming at the time. I wanted to make some money to finance my desire for unrestrained, purposeless travel. So I got into it. My father said, “What am I going to tell people? That my son is rearing chickens?” But I built my poultry farm and I built it single-handedly, from scratch. The business took off. The profits started rolling in. I devoted four hours every morning to the business. The rest of the day was spent reading and writing poetry, swimming in the well, meditating, daydreaming on a huge banyan tree. Success made me adventurous. My father was always lamenting that everyone else’s sons had become engineers, industrialists, joined the civil service, or gone to America. And everywhere everyone I met—my friends, relatives, my old school and college teachers—said, “Oh, we thought you’d make something of your life, but you are just wasting it.” I took on the challenge. In partnership with a civil engineer friend, I entered the construction business. In five years, we became a major construction company, among the leading private

In the field of education, it seems ‘normal’ to run stories about class sizes, teachers’ pay, the country’s performance in international league tables and the right balance between the roles of the private and state sectors. But we would risk seeming distinctly odd, even demented, if we asked whether the curriculum actually made sense; whether it really equipped students with the emotional and psychological resources that are central to the pursuit of good lives. When it comes to housing, the news urges us to worry about how to get construction companies working, how to make purchasing a home easier for first-time buyers and how to balance the claims of nature against those of jobs and businesses. But it doesn’t tend to find time to ask primordial, eccentric-sounding questions like: ‘Why are our cities so ugly?’ In discussions of economics, our energy is channelled towards pondering what the right level of taxation should be and how best to combat inflation. But we are discouraged by mainstream news from posing the more peculiar, outlying questions about the ends of labour, the nature of justice and the proper role of markets. News stories tend to frame issues in such a way as to reduce our will or even capacity to imagine them in profoundly other ways. Through its intimidating power, news numbs. Without anyone particularly rooting for this outcome, more tentative but potentially important private thoughts get crushed.

Dear Kathleen, I have just returned from the Lufton farm after inquiring about the welfare of their newest resident. Please convey to all concerned parties that Hamlet is thoroughly content with his pen, which, I might add, has been constructed to the highest porcine standards. He seems enthused about keeping company with his own harem of sows. I would venture to say that a pig of simple pleasures could ask for nothing more. All other news from the estate pertains to drainage trenches and plumbing mishaps, none of it agreeable to relate I am anxious to know how you are taking the engagement between Helen and Winterborne. In the spirit of brotherly concern, I beg you to write soon, at least to tell me if murder is being planned. Affectionately yours, West

Smokers Only, taking a drag at the end of each line: ‘I get no kick from champagne . . .’ National Airlines was the first company to fly jets from New York to Miami, in barely three hours, charging fifty-five dollars a ticket. The construction of the Interstate Highway System, the largest motorway network in the world, had been in full swing for four years. The mechanical cotton picker had taken over the South. The arrival of air conditioning allowed housebuilders to throw up suburbs even in the desert. The countryside moved to the city, the overcrowded inner cities moved to suburban avenues, the black South moved to the factories of the North. On 9 May – Mother’s Day – the first contraceptive pill, Enovid, was declared safe and approved for sale. Dr John Rock, champion

We have almost all had the experience of gazing at the full moon. But those of us who are neither astronomers nor astronauts are unlikely to have scheduled moongazing appointments. For Zen Buddhists in Japan, however, every year, on the fifteenth day of the eighth month of the traditional Japanese lunisolar calendar, followers gather at nightfall around specially constructed cone-shaped viewing platforms, where for several hours prayers are read aloud which use the moon as a springboard for reflections on Zen ideas of impermanence, a ritual known as tsukimi. Candles are lit and white rice dumplings (tsukimi dango) are prepared and shared out among strangers in an atmosphere at once companionable and serene, a feeling thereby supported by a ceremony, by architecture, by good company and by food.

As noted in About ESC Electrol Specialties Company began fabricating CIP System components as a vendor to one of the nations largest suppliers of cleaning chemicals to the Dairy industry more than 50 years ago. This vendor was a major provider of the engineering services, components and skilled personnel required to design and install CIPable automaed processes, for dairies initialy, and later food and beverage processors. This vendor was actively involved with new facility construction, but more importantly, also developed and applied the methodos of applying such new technology equally well to "recycle old dairies" via rennovation projects planned to provide the exisitng facility increased capacity, efficiency and quality capabilities, and keep it running during the rennovation process. This vendor worked on a design and install" basis and used its own wsanitary welding crews, even Internationally, through the mid 70s.

The family was also the welfare system, the health system, the education system, the construction industry, the trade union, the pension fund, the insurance company, the radio, the television, the newspapers, the bank and even the police. When a person fell sick, the family took care of her. When a person grew old, the family supported her, and her children were her pension fund. When a person died, the family took care of the orphans. If a person wanted to build a hut, the family lent a hand. If a person wanted to open a business, the family raised the necessary money. If a person wanted to marry, the family chose, or at least vetted, the prospective spouse. If conflict arose with a neighbour, the family muscled in. But if a person’s illness was too grave for the family to manage, or a new business demanded too large an investment, or the neighbourhood quarrel escalated to the point of violence, the local community came to the rescue.

From every direction, the place is under assault—and unlike in the past, the adversary is not concentrated in a single force, such as the Bureau of Reclamation, but takes the form of separate outfits conducting smaller attacks that are, in many ways, far more insidious. From directly above, the air-tour industry has succeeded in scuttling all efforts to dial it back, most recently through the intervention of Arizona’s senators, John Kyl and John McCain, and is continuing to destroy one of the canyon’s greatest treasures, which is its silence. From the east has come a dramatic increase in uranium-mining claims, while the once remote and untrammeled country of the North Rim now suffers from an ever-growing influx of recreational ATVs. On the South Rim, an Italian real estate company recently secured approval for a massive development whose water demands are all but guaranteed to compromise many of the canyon’s springs, along with the oases that they nourish. Worst of all, the Navajo tribe is currently planning to cooperate in constructing a monstrous tramway to the bottom of the canyon, complete with a restaurant and a resort, at the confluence of the Little Colorado and the Colorado, the very spot where John Wesley Powell made his famous journal entry in the summer of 1869 about venturing “down the Great Unknown.” As vexing as all these things are, what Litton finds even more disheartening is the country’s failure to rally to the canyon’s defense—or for that matter, to the defense of its other imperiled natural wonders. The movement that he and David Brower helped build is not only in retreat but finds itself the target of bottomless contempt. On talk radio and cable TV, environmentalists are derided as “wackos” and “extremists.” The country has swung decisively toward something smaller and more selfish than what it once was, and in addition to ushering in a disdain for the notion that wilderness might have a value that extends beyond the metrics of economics or business, much of the nation ignorantly embraces the benefits of engineering and technology while simultaneously rejecting basic science.

Over the years, people have woven an incredibly complex network of stories. The kinds of things that people create through this network of stories are known in academic circles as ‘fictions’, ‘social constructs’, or ‘imagined realities’. An imagined reality is not a lie. I lie when I say that there is a lion near the river when I know perfectly well that there is no lion there. There is nothing special about lies. Green monkeys and chimpanzees can lie. A green monkey, for example, has been observed calling ‘Careful! A lion!’ when there was no lion around. This alarm conveniently frightened away a fellow monkey who had just found a banana, leaving the liar all alone to steal the prize for itself. Unlike lying, an imagined reality is something that everyone believes in, and as long as this communal belief persists, the imagined reality exerts force in the world. Some sorcerers are charlatans, but most sincerely believe in the existence of gods and demons. Most millionaires sincerely believe in the existence of money and limited liability companies. Most human-rights activists sincerely believe in the existence of human rights.

Two nights after the Chaworth ball, Gabriel practiced at the billiards table in the private apartments above Jenner's. The luxurious rooms, which had once been occupied by his parents in the earlier days of their marriage, were now reserved for the convenience of the Challon family. Raphael, one of his younger brothers, usually lived at the club, but at the moment was on an overseas trip to America. He'd gone to source and purchase a large quantity of dressed pine timber on behalf of a Challon-owned railway construction company. American pine, for its toughness and elasticity, was used as transom ties for railways, and it was in high demand now that native British timber was in scarce supply. The club wasn't the same without Raphael's carefree presence, but spending time alone here was better than the well-ordered quietness of his terrace at Queen's Gate. Gabriel relished the comfortably masculine atmosphere, spiced with scents of expensive liquor, pipe smoke, oiled Morocco leather upholstery, and the acrid pungency of green baize cloth. The fragrance never failed to remind him of the occasions in his youth when he had accompanied his father to the club. For years, the duke had gone almost weekly to Jenner's to meet with managers and look over the account ledgers. His wife Evie had inherited it from her father, Ivo Jenner, a former professional boxer. The club was an inexhaustible financial engine, its vast profits having enabled the duke to improve his agricultural estates and properties, and accumulate a sprawling empire of investments. Gaming was against the law, of course, but half of Parliament were members of Jenner's, which had made it virtually exempt from prosecution. Visiting Jenner's with his father had been exciting for a sheltered boy. There had always been new things to see and learn, and the men Gabriel had encountered were very different from the respectable servants and tenants on the estate. The patrons and staff at the club had used coarse language and told bawdy jokes, and taught him card tricks and flourishes. Sometimes Gabriel had perched on a tall stool at a circular hazard table to watch high-stakes play, with his father's arm draped casually across his shoulders. Tucked safely against the duke's side, Gabriel had seen men win or lose entire fortunes in a single night, all on the tumble of dice.

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

It was the German powerhouse Deutsche Bank AG, not my fictitious RhineBank, that financed the construction of the extermination camp at Auschwitz and the nearby factory that manufactured Zyklon B pellets. And it was Deutsche Bank that earned millions of Nazi reichsmarks through the Aryanization of Jewish-owned businesses. Deutsche Bank also incurred massive multibillion-dollar fines for helping rogue nations such as Iran and Syria evade US economic sanctions; for manipulating the London interbank lending rate; for selling toxic mortgage-backed securities to unwitting investors; and for laundering untold billions’ worth of tainted Russian assets through its so-called Russian Laundromat. In 2007 and 2008, Deutsche Bank extended an unsecured $1 billion line of credit to VTB Bank, a Kremlin-controlled lender that financed the Russian intelligence services and granted cover jobs to Russian intelligence officers operating abroad. Which meant that Germany’s biggest lender, knowingly or unknowingly, was a silent partner in Vladimir Putin’s war against the West and liberal democracy. Increasingly, that war is being waged by Putin’s wealthy cronies and by privately owned companies like the Wagner Group and the Internet Research Agency, the St. Petersburg troll factory that allegedly meddled in the 2016 US presidential election. The IRA was one of three

I pull into the driveway outside of my father's house and shut off the engine. I sit behind the wheel for a moment, studying the house. He'd called me last night and demanded that I come over for dinner tonight. Didn't request. He demanded. What struck me though, was that he sounded a lot more stressed out and harried than he did when he interrupted my brunch with Gabby to demand my presence at a “family”dinner. Yeah, that had been a fun night filled with my father and Ian badgering me about my job. For whatever reason, they'd felt compelled to make a concerted effort to belittle what I do –more so than they usually do anyway -- try to undermine my confidence in my ability to teach, and all but demand that I quit and come to work for my father's company. That had been annoying, and although they were more insistent than normal, it's pretty par for the course with those two. They always think they know what's best for me and have no qualms about telling me how to live my life. When he'd called me last night though, and told me to come to dinner tonight, there was something in my father's voice that had rattled me. It took me a while to put a finger on what it was I heard in his voice, but when I figured it out, it really shook me. I heard fear. Outright fear. My father isn't a man who fears much or is easily intimidated. In fact, he's usually the one doing the intimidating. But, something has him really spooked and even though we don't always see eye-to-eye or get along, hearing that fear in his voice scared me. In all my years, I've never known him to sound so downright terrified. With a sigh and a deep sense of foreboding, I climb out of my car and head to the door, trying to steel myself more with each step. Call me psychic, but I have a feeling that this is going to be a long, miserable night. “Good evening, Miss Holly,”Gloria says as she opens the door before I even have a chance to knock. “Nice to see you again.”“It's nice to see you too, Gloria,”I say and smile with genuine affection. Gloria has been with our family for as far back as I can remember. Honestly, after my mother passed away from ovarian cancer, Gloria took a large role in raising me. My father had plunged himself into his work –and had taken Ian under his wing to help groom him to take over the empire one day –leaving me to more or less fend for myself. It was like I was a secondary consideration to them. Because I'm a girl and not part of the testosterone-rich world of construction, neither my father nor Ian took much interest in me or my life. Unless they needed something from me, of course. The only time they really paid any attention to me was when they needed me to pose for family pictures for company literature.

In fact, mostly what the Forest Service does is build roads. I am not kidding. There are 378,000 miles of roads in America’s national forests. That may seem a meaningless figure, but look at it this way—it is eight times the total mileage of America’s interstate highway system. It is the largest road system in the world in the control of a single body. The Forest Service has the second highest number of road engineers of any government institution on the planet. To say that these guys like to build roads barely hints at their level of dedication. Show them a stand of trees anywhere and they will regard it thoughtfully for a long while, and say at last, “You know, we could put a road here.” It is the avowed aim of the U.S. Forest Service to construct 580,000 miles of additional forest road by the middle of the next century. The reason the Forest Service builds these roads, quite apart from the deep pleasure of doing noisy things in the woods with big yellow machines, is to allow private timber companies to get to previously inaccessible stands of trees. Of the Forest Service’s 150 million acres of loggable land, about two-thirds is held in store for the future. The remaining one-third—49 million acres, or an area roughly twice the size of Ohio—is available for logging. It allows huge swathes of land to be clear-cut, including (to take one recent but heartbreaking example) 209 acres of thousand-year-old redwoods in Oregon’s Umpqua National Forest.

Years ago, a friend gave me the best business advice I’ve ever received. His advice was so concise it rang in my head like a bell for the next five years. Bill had scaled his father’s company into the billions and with that money bought and sold several more companies that succeeded as well. Bill knew what it took to run a business, and he knew what it took to grow one. We were standing in my driveway after having talked for an hour or so. We’d talked about where my business was and where it could go. The future was limitless, yet I could tell there was something Bill didn’t want to say. He’d been nothing but encouraging in the years I’d known him, but this time it was obvious he had some constructive criticism. I asked point blank what he was thinking. He stood silently for a moment, measuring his thoughts. “Don,” he finally said, lowering his head and taking off his glasses. “You need to professionalize your operation.” “That’s your problem.” He continued. “Until you professionalize your operation, its potential is limited. The amount of money you make and your ability to have a positive impact on the world will be limited.” I’d never heard the term “professionalize your operation” before, but it rang true. My business revolved too much around me, and nobody (including me) knew exactly what they were supposed to do to make it grow. We had a vision, for sure, but we’d not built the reliable, predictable systems that would allow us to execute that vision.

On May 31, 1921, the Ford Motor Company turned out Car No. 5,000,000. It is out in my museum along with the gasoline buggy that I began work on thirty years before and which first ran satisfactorily along in the spring of 1893. I was running it when the bobolinks came to Dearborn and they always come on April 2nd. There is all the difference in the world in the appearance of the two vehicles and almost as much difference in construction and materials, but in fundamentals the two are curiously alike—except that the old buggy has on it a few wrinkles that we have not yet quite adopted in our modern car. For that first car or buggy, even though it had but two cylinders, would make twenty miles an hour and run sixty miles on the three gallons of gas the little tank held and is as good to-day as the day it was built. The development in methods of manufacture and in materials has been greater than the development in basic design. The whole design has been refined; the present Ford car, which is the "Model T," has four cylinders and a self starter—it is in every way a more convenient and an easier riding car. It is simpler than the first car. But almost every point in it may be found also in the first car. The changes have been brought about through experience in the making and not through any change in the basic principle—which I take to be an important fact demonstrating that, given a good idea to start with, it is better to concentrate on perfecting it than to hunt around for a new idea.

Yet just eighty years ago it still seemed an impossible mission when U.S. President Herbert Hoover was tasked with beating back the Great Depression with only a mixed bag of numbers, ranging from share values to the price of iron to the volume of road transport. Even his most important metric – the “blast-furnace index” – was little more than an unwieldy construct that attempted to pin down production levels in the steel industry. If you had asked Hoover how “the economy” was doing, he would have given you a puzzled look. Not only because this wasn’t among the numbers in his bag, but because he would have had no notion of our modern understanding of the word “economy.” “Economy” isn’t really a thing, after all – it’s an idea, and that idea had yet to be invented. In 1931, Congress called together the country’s leading statisticians and found them unable to answer even the most basic questions about the state of the nation. That something was fundamentally wrong seemed evident, but their last reliable figures dated from 1929. It was obvious that the homeless population was growing and that companies were going bankrupt left and right, but as to the actual extent of the problem, nobody knew. A few months earlier, President Hoover had dispatched a number of Commerce Department employees around the country to report on the situation. They returned with mainly anecdotal evidence that aligned with Hoover’s own belief that economic recovery was just around the bend. Congress wasn’t reassured, however. In 1932, it appointed a brilliant young Russian professor by the name of Simon Kuznets to answer a simple question: How much stuff can we make? Over the next few years, Kuznets laid the foundations of what would later become the GDP. His

Construction finally began that winter, and by early 1974 Syncrude’s Mildred Lake site bustled with 1,500 construction workers. But the deal remained tentative as cost estimates grew beyond the initial $1.5 billion to $2 billion or more and the federal government’s new budget arrived with punitive new taxes for oil and gas exports. Then, in the first week of December, one of the Syncrude partners, Atlantic Richfield, summarily quit the consortium, leaving a 30 percent hole in its financing. A mad scramble ensued in search of a solution. Phone calls pinged back and forth between government officials in Edmonton and Ottawa. Finally, on the morning of February 3, 1975, executives from the Syn-crude partner companies and cabinet ministers from the Alberta, Ontario and federal governments met without fanfare and outside the media’s brightest spotlights at an airport hotel in Winnipeg to negotiate a deal to save the project. Lougheed and Ontario premier Bill Davis both attended, along with their energy ministers. Federal mines minister Donald Macdonald represented Pierre Trudeau’s government, accompanied by Trudeau’s ambitious Treasury Board president, Jean Chrétien. Macdonald and Davis, both Upper Canadian patricians in the classic mould, were put off by Lougheed’s blunt style. By midday, the Albertans were convinced Macdonald would not be willing to compromise enough to reach a deal. Rumours in Lougheed’s camp after the fact had it that over lunch, Chrétien persuaded the mines minister to accept the offer on the table. Two days later, Chrétien rose in the House of Commons to announce that the federal government would be taking a 15 percent equity stake in the Syn-crude project, with Alberta owning 10 percent and Ontario the remaining 5 percent. In the coming years, it would be Lougheed, with his steadfast support and multimillion-dollar investments in SAGD, who would be seen as the Patch’s great public sector champion. But it was Chrétien, “the little guy from Shawinigan,” whose backroom deal-making skills had saved Syncrude

Prisons are racism incarnate. As Michelle Alexander points out, they constitute the new Jim Crow. But also much more, as the lynchpins of the prison-industrial complex, they represent the increasing profitability of punishment. They represent the increasingly global strategy of dealing with populations of people of color and immigrant populations from the countries of the Global South as surplus populations, as disposable populations. Put them all in a vast garbage bin, add some sophisticated electronic technology to control them, and let them languish there. And in the meantime, create the ideological illusion that the surrounding society is safer and more free because the dangerous Black people and Latinos, and the Native Americans, and the dangerous Asians and the dangerous White people, and of course the dangerous Muslims, are locked up! And in the meantime, corporations profit and poor communities suffer! Public education suffers! Public education suffers because it is not profitable according to corporate measures. Public health care suffers. If punishment can be profitable, then certainly health care should be profitable, too. This is absolutely outrageous! It is outrageous. It is also outrageous that the state of Israel uses the carceral technologies developed in relation to US prisons not only to control the more than eight thousand Palestinian political prisoners in Israel but also to control the broader Palestinian population. These carceral technologies, for example, the separation wall, which reminds us of the US-Mexico border wall, and other carceral technologies are the material constructs of Israeli apartheid. G4S, the organization, the corporation G4S, which profits from the incarceration and the torturing of Palestinian prisoners, has a subsidiary called G4S Secure Solutions, which was formerly known as Wackenhut. And just recently a subsidiary of that just have one more page of notes corporation, GEO Group, which is a private prison company, attempted to claim naming rights at Florida Atlantic University by donating something like $6 million, right? And, the students rose up. They said that our football stadium will not bear the name of a private prison corporation! And the students won. The students won; the name came down from the marquee.

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It is the custom in Germany for students to pass from one university to another during the course of their studies—a custom, incidentally, which no other country has. But it would be false to assume that this variety in instruction is a safeguard afainst uniformity of outlook, for although the professors of the various universities fight among themselves, they are all, fundamentally and at heart, in complete agreement. I came to realise this clearly through my contacts with the economists. This must have been about 1929. At that time we published a paper on certain aspects of the economic problem. Immediately a whole company of national economists of all sorts, and from a variety of universities, joined forces and signed a circular in which they unaminously condemned our economic proposals. I made one attempt to have a serious discussion with one of the most renowned of them, and one who was regarded by his colleagues as a revolutionary in economic thought Zwiedineck. The results were disastrous! At the time the State had floated a loan of two million seven hundred thousand marks for the construction of a road. I told Zwiedineck that I regarded this way of financing a project as foolish in the extreme. The life of the road in question would be some fifteen years ; but the amortisation of the capital involved would continue for eighty years. What the Government was really doing was to evade an immediate financial obligation by transferring the charges to the men of the next generation and, indeed, of the generation after. I insisted that nothing could be more unsound, and that what the Government should really do was to take radical steps to reduce the rate of interest and thus to render capital more fluid. I next argued that the gold standard, the fixing of rates of exchange and so forth were shibboleths which I had never regarded and never would regard as weighty and immutable principles of economy. Money, to me, was simply a token of exchange for work done, and its value depended absolutely on the value of the work accomplished. Where money did not represent services rendered, I insisted, it had no value at all. Zwiedineck was horrified and very excited. Such ideas, he declared, would upset the accepted economic principles of the entire world, and the putting of them into practice would cause a breakdown of the world's political economy. When, later, after our assumption of power, I put my theories into practice, the economists were not in the least discountenanced, but calmly set to work to prove by scientific argument that my theories were, indeed, sound economy !

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

In 2013, builders constructing a highway in Belize decided to knock down the Nohmul Pyramid and use its stone in the construction of their wonderful new road. The pyramid was over 2000 years old, stood 100 feet high and was the central prayer location for 40,000 ancient Mayans. When the government found out, they demanded an explanation; the construction company said it was on private land and the owner had given them permission. Disgusted with the destruction of such an ancient treasure, they fined the builders the enormous sum of... $10,000. Yes, really.

How to Write a Suggestion Letter No need to ramble on about your environmental concerns or the ideology behind your lifestyle. Keep your letter short and concise, your words tactful and courteous, and your content diplomatic and hopeful. In short, write a letter that you would like to receive. 1. Start with gratitude: state your appreciation for the company, such as the efficiency, affordability, or availability of their product or service. 2. Show understanding of the current practice employed. 3. Address the problem. 4. Propose up to three constructive solutions. 5. Support your solutions with working examples: how other companies have addressed the problem effectively. 6. Mention how the change would benefit your addressee, focusing on financial profit. 7. Gracefully conclude with a positive note.

May 5th 2018 was one of the first nice spring days the beautiful State of Maine had seen since being captured by the long nights and cold days of winter. Ursula, my wife of nearly 60 years and I were driving north on the picturesque winding coastal route and had just enjoyed the pleasant company of Beth Leonard and Gary Lawless at their interesting book store “Gulf of Maine” in Brunswick. I loved most of the sights I had seen that morning but nothing prepared us for what we saw next as we drove across the Kennebec River on the Sagadahoc Bridge. Ursula questioned me about the most mysterious looking vessel we had ever seen. Of course she expected a definitive answer from me, since I am considered a walking encyclopedia of anything nautical by many. Although I had read about this new ship, its sudden appearance caught me off guard. “What kind of ship is that?” Ursula asked as she looked downstream, at the newest and most interesting stealth guided missile destroyer on the planet. Although my glance to the right was for only a second, I was totally awed by the sight and felt that my idea of what a ship should look like relegated me to the ashbin of history where I would join the dinosaurs and flying pterosaurs of yesteryear. Although I am not privileged to know all of the details of this class of ship, what I do know is that the USS Zumwalt (DDG 1000) first underwent sea trials in 2015. The USS Michael Monsoor (DDG-1001) delivered to the Navy in April 2018, was the second ship this class of guided missile destroyers and the USS Lyndon B. Johnson (DDG-1002) now under construction, will be the third and final Zumwalt-class destroyer built for the United States Navy. It was originally expected that the cost of this class would be spread across 32 ships but as reality set in and costs overran estimates, the number was reduced to 24, then to 7 and finally to 3… bringing the cost-per-ship in at a whopping $7.5 billion. These guided missile destroyers are primarily designed to be multi-mission stealth ships with a focus on naval gunfire to support land attacks. They are however also quite capable for use in surface and anti-aircraft warfare. The three ship’s propulsion is similar and comes from two Rolls-Royce gas turbines, similar to aircraft jet engines, and Curtiss-Wright electrical generators. The twin propellers are driven by powerful electric motors. Once across the bridge the landscape once again became familiar and yet different. Over 60 years had passed since I was here as a Maine Maritime Academy cadet but some things don’t change in Maine. The scenery is still beautiful and the people are friendly, as long as you don’t step on their toes. Yes, in many ways things are still the same and most likely will stay the same for years to come. As for me I like New England especially Maine but it gets just a little too cold in the winter!

Already the respective roles of the Big Four had asserted themselves. Huntington would take care of lobbying in Washington, Stanford would see to the state government, Crocker would supervise construction, and Mark Hopkins would keep the books. Increasingly, Theodore Judah, the chief engineer of the Central Pacific, was finding himself odd man out as his four associates squeezed and resqueezed the project for every penny it was worth. When the Big Four awarded the construction contract to a dummy corporation which they owned, Judah bowed out with a $100,000 payment and an option to buy the company back for $400,000, if he could raise the money in the East. Sailing in October 1863 for New York, where he hoped to raise money from Cornelius Vanderbilt, Judah contracted typhoid fever crossing the Isthmus of Panama and died in New York, four months short of age thirty-eight, and a mere four days after the first rails had been laid in Sacramento.

Fines, often in the thousands of dollars, are assessed against many prisoners when they are sentenced. There are twenty-two fines that can be imposed in New Jersey, including the Violent Crime Compensation Assessment (VCCA), the Law Enforcement Officers Training & Equipment Fund (LEOT), and Extradition Costs (EXTRA). The state takes a percentage each month out of a prisoner’s wages to pay for penalties. It can take decades to pay fines. Some 10 million Americans owe $50 billion in fees and fines because of their arrest or imprisonment, according to a 2015 report by the Brennan Center. If a prisoner who is fined $10,000 at sentencing relies solely on a prison salary, he or she will owe about $4,000 after making monthly payments for twenty-five years. Prisoners often leave prison in debt to the state. And if they cannot continue to make regular payments—difficult because of high unemployment among ex-felons—they are sent back to prison. High recidivism is part of the design. Most of the prison functions once handled by governments have become privatized. Corporations run prison commissaries and, since the prisoners have nowhere else to shop, often jack up prices by as much as 100 percent. Corporations have taken over the phone systems and grossly overcharge prisoners and their families. They demand exorbitant fees for money transfers from families to prisoners. And corporations, with workshops inside prisons, pay little more than a dollar a day to prison laborers. Food and merchandise vendors, construction companies, laundry services, uniform companies, prison equipment vendors, cafeteria services, manufacturers of pepper spray, body armor, and the array of medieval-looking instruments used for the physical control of prisoners, and a host of other contractors feed like jackals off prisons. Prisons, in America, are big business.

General Groves contracted with dozens of companies to build the facilities at Oak Ridge and Hanford, imposing impossible deadlines that forced them to design and build simultaneously, and then begin operations even before construction was completed. General Groves would later admit, “Never in history has anyone embarking on an important undertaking had so little certainty about how to proceed as we had then.

A move to the Policy Governance model looks straightforward because the logic behind the model is so clear. Precisely because it is driven by logic, it is uncompromising and cannot be bent to fit personalities in the way we usually treat our organizational structures. It requires a disciplined approach, and discipline is uncomfortable, perhaps especially for those of us used to moderately anarchic board procedures. The board has to discipline itself to deal with every issue through policy. This is considerably more demanding than making or agreeing to decisions as they arise and meddling in management from time to time. Thinking is hard work. Directors working under the Policy Governance model have to construct a framework that both gives the CEO a clear remit over the results to be achieved and sets the limits within which those results are to be achieved. The board has both to prescribe and to proscribe, as the authors point out.

That realization helped Moesta and his team begin to understand the struggle these potential home buyers faced. “I went in thinking we were in the business of new home construction,” recalls Moesta. “But I realized we were instead in the business of moving lives.” With this understanding of the Job to Be Done, dozens of small, but important, changes were made to the offering. For example, the architect managed to create space in the units for a classic dining room table by reducing the size of the second bedroom by 20 percent. The company also focused on helping buyers with the anxiety of the move itself, which included providing moving services, two years of storage, and a sorting room space on the premises where new owners could take their time making decisions about what to keep and what to discard without the pressure of a looming move. Instead of thirty pages of customized choices, which actually overwhelmed buyers, the company offered three variations of finished units—a move that quickly reduced the “cold feet” contract cancellations from five or six a month to one. And so on. Everything was designed to signal to buyers: we get you. We understand the progress you’re trying to make and the struggle to get there. Understanding the job enabled the company to get to the causal mechanism of why its customers might pull this solution into their lives. It was complex, but not complicated. That, in turn, allowed the housing company to differentiate its offering in ways competitors weren’t likely to copy—or even understand. A jobs perspective changed everything. The company actually raised $ 3,500 (profitably), which included covering the cost of moving and storage. By 2007, when sales in the industry were off by 49 percent and the market all around them was plummeting, the developers had actually grown the business 25 percent.

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Jewish efforts to extract even modest restitution payments for work performed by concentration camp inmates for prominent companies such as Messerschmitt, Ernst Heinkel, and others continue to be rejected by those corporations. The same is true of German construction companies such as Philipp Holzmann, which has repeatedly been identified by survivors as a major beneficiary of forced labor. Holzmann refuses to pay restitution and continues to enjoy contracts all over the world.15 Even those companies that have made some form of welcome restitution—Daimler Benz being the most recent case—go to considerable lengths to deny any culpability whatsoever for the Holocaust, portraying their payments to their former slaves as a form of charity.16

We come into a world with a history shaped by the subtle dichotomy of culture and ethos, the dynamic forces of ideas and philosophy, and the mesmerizing undercurrent and of science and religion. The relentless clicking of time binds generations of people together. Family, country, cultural trends, and shared historical precepts link people. How we act in our lifetimes will affect the continuum of history. Our deeds will construct the industry, companies, commerce, cities, and governmental intuitions that shape our children’s lives. Our economic choices and environmental policies will determine the quality of the water that our children drink and the air they breathe. Our collective consciousness as depicted through works of literature, poetry, music, films, personal charity, and political benevolence will affect the cultural atmosphere for generations to come.

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In 1994, the PFDJ established the Hidri Trust as a corporate umbrella for the Red Sea Trading Corporation – which maintained secret offshore accounts – plus banks, construction companies and manufacturing plants.8 The Red Sea Corporation and other party

His father owned warehouses, a construction company, a chain of stores, and three restaurants.

Companies can also rent or buy equities that exist in consumers’ minds. Donald Trump no longer significantly invests in constructing new buildings, instead he rents his name to people who do and want to attach the mindspace associated with the Trump brand to their building.

To be free in the republican sense, people must have adequate resources enabling them to make reasonable choices, whatever the preferences and opinions of others. And full freedom requires that others are aware of this freedom and thus cannot look down on someone in pity or contempt. Freedom must mean neutrality towards individual decision making, not a carefully constructed, devious, non-transparent edifice of devices to induce norm-driven behaviour, however benevolent the intention. This clearly justifies a basic income, and combats the pernicious notion of the beggar, a ‘stigmatized petitioner’. Part of the republican tradition, associated with Hannah Arendt as well as Aristotle, also embraces the idea of ‘associational freedom’ – the ability and opportunity to act in concert as a group. Associational freedom has been under relentless attack by the neo-liberal state, for the simple reason that ‘associations’ can be portrayed as opposed to market forces and as distorting them. A republic is conceivable only if everybody is in the company of equally self-confident people free of existential fear. This

It behoves us always to remember that in physics it has taken great men to discover simple things. . . . How far even then mathematics will suffice to describe, and physics to explain, the fabric of the body, no man can foresee. It may be that all the laws of energy, and all the properties of matter, and all the chemistry of all the colloids are as powerless to explain the body as they are impotent to comprehend the soul. For my part, I think it is not so. Of how it is that the soul informs the body, physical science teaches me nothing; and that living matter influences and is influenced by mind is a mystery without a clue. Consciousness is not explained to my comprehension by all the nerve-paths and neurons of the physiologist; nor do I ask of physics how goodness shines in one man’s face, and evil betrays itself in another. But of the construction and growth and working of the body, as of all else that is of the earth earthy, physical science is, in my humble opinion, our only teacher and guide.

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She let him into the house secretly, saw him privately, and kept him out of his father’s sight.53 And yet, even Corneil, this creature of deceit, could not deny the truth about himself. He alternated his bombast with references to “my shame & mortification & sorrow.” He was literally fatalistic about his hope of reform. He wrote to Greeley of his “determination to humbly forfeit my life as the penalty of further vice.” It was the one prediction about himself that would come true.54 ON FEBRUARY 15, 1866, the locomotive Augustus Schell chuffed onto the Albany bridge and rolled westward along its 2,020-foot span, over a total of nineteen piers, across an iron turntable above the center of the river below, and rattled down into Albany itself. Following this symbolic inauguration, the first passenger train crossed one week later. After four years of construction (and many more of litigation), the bridge gave the New York Central a continuous, direct connection to the Hudson River Railroad, and thus to Manhattan. But its completed track became a lighted fuse.55 The Commodore’s cold response to Corneil’s backsliding revealed the icy judge who had always lurked behind the encouraging father. So, too, did the implacable warrior remain within the diplomat who had negotiated with Corning and Richmond. In December 1865, for example, the New York Court of Appeals handed down final judgment in the long-running court battle between Vanderbilt and the New York & New Haven Railroad over the shares that Schuyler had fraudulently issued in 1854. Over the years, weary shareholders had settled with the company—but the Commodore refused. He had waged his battle until the court ruled that the company owed $900,000 to Schuyler’s victims. “The great principle is now settled by the highest court in this State,” wrote the Commercial and Financial Chronicle, “that railroad and other corporations are bound by the fraudulent acts of their own agents.”56 It was, indeed, a great principle—but businessmen also saw a more personal lesson in the Schuyler fraud case. “The Commodore’s word is as good as his bond when it is fairly

[The Death of Ivan Ilych is] possibly the best short story ever written, depending on whether or not you consider The Leopard [Giuseppe di Lampedusa] to be a short story, but it is only about 50 pages or so. It describes how easy it is to go through life, in the same way as Eliot describes in ‘Prufrock’, trying to please everyone and to be a good person, to conform, without really having any authentic intimacy with anyone. And the great importance really of waking up and smelling the coffee and seeing that the superficial things in life really are superficial and that what actually matters is how you conduct yourself in your relationships with your intimates. Well [Tolstoy]... was [bad at that], yes. And, er, that’s true, of course, of many authors. They can be extraordinarily adept at writing stories about the things that they are unable to do themselves. [Defining authentic intimacy...] ...that’s a whole subject but sincerity is that you feel passionately that something is real and important, as opposed to authenticity where you divine internal truth, your true feeling and also external truth, the true feeling of other people. It’s not about being Tony Blair who is sincere but inauthentic; it’s about being… well, who? It’s very difficult to know, though, because these people are so good at presenting themselves. Somebody who is authentic in the public eye… well, very few people. Most high achievers are not very authentic. Unless you know people very well it’s hard to judge. [I suppose the point of superficiality is that it’s a defence against vulnerability. Being authentic makes you terribly vulnerable.] I don’t think it’s the same thing as telling the truth. My mother, in her later years after my father died, was a good example of someone who became very wise when she got older. If she watched me doing something stupid, she wouldn’t say: ‘Oh, don’t be so stupid,’ but she’d ask a question: ‘I wonder if you’ve thought about this or that?’ If I didn’t want to hear any more she would let it go. She didn’t try to impose her version on me but at the same time she tried to signal what she felt was true. She certainly didn’t tell lies. An authentic person in an inauthentic environment, like a corporate headquarters or a television company, might need to construct quite an elaborate persona and it might entail… well, keeping your mouth shut a lot.

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My journey through Magee’s Disease was difficult and brought an understanding about what is wrong with the USA. Any company that is hiring workers into known toxic jobs that require them to use company supplied medications and oxygen to treat their “Summit Brain” needs to be shut down by the USA government. Instead, we see the USA government facilitating their toxic corporate culture for the foreseeable future with their construction of the Thirty Meter Telescope (TMT) atop Mauna Kea in Hawaii. This is being done with the full support of USA government law enforcement, even though working on the very high altitude Mauna Kea makes some of them sick! To build it, they need to arrest the native Hawaiians that regard Mauna Kea as their sacred temple that is being desecrated by corporate science. The main finance to start the TMT project has come from Gordon Moore, the founder of the USA based semiconductor manufacturer Intel.

The two sentences go a long way to legitimize each other. One never encounters the testimony of the women’s voice consciousness. Such a testimony would not be ideology-transcendent or “fully” subjective, of course, but it would constitute the ingredients for producing a counter-sentence. As one goes down the grotesquely mistranscribed names of these women, the sacrificed widows, in the police reports included in the records of the East India Company, one cannot put together a “voice.” The most one can sense is the immense heterogeneity breaking through even such a skeletal and ignorant account (castes, for example, are regularly described as tribes). Faced with the dialectically interlocking sentences that are constructible as “White men are saving brown women from brown men” and “The women wanted to die,” the metropolitan feminist migrant (removed from the actual theater of decolonization) asks the question of simple semiosis— What does this signify?—and begins to plot a history.

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With controlling interest his, Nevins ordered construction of a new mill. Within a year, the new Pemberton—resting on the solid original foundation—was up and running. It is still standing in the early years of the twenty-first century—its five floors above the old cellar held there firmly with columns made of thick wood. Captain Bigelow probably knew about the new mill’s construction and surely would have applauded the decision to abandon cast iron and use wood. Nevins’s new Pemberton in 1861 had 859 operatives, of whom 650 were female, working at 307 looms and 25,000 spindles. Four of the mill’s managerial team remained male: Henry S. Shaw as treasurer, Nevins and his Boston company as selling agent, John E. Chase as agent and Frederick E. Clarke as paymaster. And a woman had advanced to management level. “Miss E.L. Cleason” was listed as cashier.

Their owners returned to Philadelphia each fall, leaving the resort a ghost town. Samuel Richards realized that mass-oriented facilities had to be developed before Atlantic City could become a major resort and a permanent community. From Richards’ perspective, more working-class visitors from Philadelphia were needed to spur growth. These visitors would only come if railroad fares cost less. For several years Samuel Richards tried, without success, to sell his ideas to the other shareholders of the Camden-Atlantic Railroad. He believed that greater profits could be made by reducing fares, which would increase the volume of patrons. A majority of the board of directors disagreed. Finally in 1875, Richards lost patience with his fellow directors. Together with three allies, Richards resigned from the board of directors of the Camden-Atlantic Railroad and formed a second railway company of his own. Richards’ railroad was to be an efficient and cheaper narrow gauge line. The roadbed for the narrow gauge was easier to build than that of the first railroad. It had a 3½-foot gauge instead of the standard 4 feet 8½ inches, so labor and material would cost less. The prospect of a second railroad into Atlantic City divided the town. Jonathan Pitney had died six years earlier, but his dream of an exclusive watering hole persisted. Many didn’t want to see the type of development that Samuel Richards was encouraging, nor did they want to rub elbows with the working class of Philadelphia. A heated debate raged for months. Most of the residents were content with their island remaining a sleepy little beach village and wanted nothing to do with Philadelphia’s blue-collar tourists. But their opinions were irrelevant to Samuel Richards. As he had done 24 years earlier, Richards went to the state legislature and obtained another railroad charter. The Philadelphia-Atlantic City Railway Company was chartered in March 1876. The directors of the Camden-Atlantic were bitter at the loss of their monopoly and put every possible obstacle in Richards’ path. When he began construction in April 1877—simultaneously from both ends—the Camden-Atlantic directors refused to allow the construction machinery to be transported over its tracks or its cars to be used for shipment of supplies. The Baldwin Locomotive Works was forced to send its construction engine by water, around Cape May and up the seacoast; railroad ties were brought in by ships from Baltimore. Richards permitted nothing to stand in his way. He was determined to have his train running that summer. Construction was at a fever pitch, with crews of laborers working double shifts seven days a week. Fifty-four miles of railroad were completed in just 90 days. With the exception of rail lines built during a war, there had never been a railroad constructed at such speed. The first train of the Philadelphia-Atlantic City Railway Company arrived in the resort on July 7, 1877. Prior to Richards’ railroad,

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