Contract Management Quotes

An author who gives a manager or publisher any rights in his work except those immediately and specifically required for its publication or performance is for business purposes an imbecile.

Spectacles, on that strong-featured face…and his hair mussed as if he had been tugging absently on the front locks. All that combined with a plenitude of muscles and masculine virility was astonishingly…erotic. “When did you start wearing those?” Daisy managed to ask. “About a year ago.” He smiled ruefully and removed the spectacles with one hand. “I need them to read. Too many late nights poring over contracts and reports.” “They…they are very becoming.” “Are they?” Continuing to smile, Swift shook his head, as if it had not occurred to him to wonder about his appearance.

In Venezuela Chavez has made the co-ops a top political priority, giving them first refusal on government contracts and offering them economic incentives to trade with one another. By 2006, there were roughly 100,000 co-operatives in the country, employing more than 700,000 workers. Many are pieces of state infrastructure – toll booths, highway maintenance, health clinics – handed over to the communities to run. It’s a reverse of the logic of government outsourcing – rather than auctioning off pieces of the state to large corporations and losing democratic control, the people who use the resources are given the power to manage them, creating, at least in theory, both jobs and more responsive public services. Chavez’s many critics have derided these initiatives as handouts and unfair subsidies, of course. Yet in an era when Halliburton treats the U.S. government as its personal ATM for six years, withdraws upward of $20 billion in Iraq contracts alone, refuses to hire local workers either on the Gulf coast or in Iraq, then expresses its gratitude to U.S. taxpayers by moving its corporate headquarters to Dubai (with all the attendant tax and legal benefits), Chavez’s direct subsidies to regular people look significantly less radical.

He's a pathetic fool, indeed. He was just some contracted worker for a no-name game developer, and his hobby was reading novels. His specialty is to run his cocky mouth off, and he has this habit of throwing his life away so that we can overcome any and all impossible situations hindering us. Someone like that managed to lead his companions this far. Regardless of what the incoming conclusion is, this world wouldn't have come this far without him around.

When I’d checked into the bathroom with Seymour’s diary under my arm, and had carefully secured the door behind me, I spotted a message almost immediately. It was not, however, in Seymour’s handwriting but, unmistakably, in my sister Boo Boo’s. With or without soap, her handwriting was always almost indecipherably minute, and she had easily managed to post the following message up on the mirror; 'Raise high the roof beam, carpenters. Like Ares comes the bridegroom, taller far than a tall man. Love, Irving Sappho, formerly under contract to Elysium Studios Ltd. Please be happy happy happy with your beautiful Muriel. This is an order. I outrank everybody on this block.

Y'know — Babylon once had two million people in it, and all we know about 'em is the names of the kings and some copies of wheat contracts . . . and contracts for the sale of slaves. Yet every night all those families sat down to supper, and the father came home from his work, and the smoke went up the chimney,— same as here. And even in Greece and Rome, all we know about the real life of the people is what we can piece together out of the joking poems and the comedies they wrote for the theatre back then. So I'm going to have a copy of this play put in the cornerstone and the people a thousand years from now'll know a few simple facts about us — more than the Treaty of Versailles and the Lind-bergh flight. See what I mean? So — people a thousand years from now — this is the way we were in the provinces north of New York at the beginning of the twentieth century. — This is the way we were: in our growing up and in our marrying and in our living and in our dying. Said by the Stage Manager

We’re creatures of habit when it comes to mobile contracts and the wires piping high-speed data into our homes. It’s a pain to deal with transfers, installations, and customer service interactions, so we shrug and keep paying a premium.

I told him I had, perhaps, different notions of matrimony from what the received custom had given us of it; that I thought a woman was a free agent as well as a man, and was born free, and, could she manage herself suitably, might enjoy that liberty to as much purpose as the men do; that the laws of matrimony were indeed otherwise, and mankind at this time acted quite upon other principles, and those such that a woman gave herself entirely away from herself, in marriage, and capitulated, only to be, at best, but an upper servant, and from the time she took the man she was no better or worse than the servant among the Israelites, who had his ears bored—that is, nailed to the door-post—who by that act gave himself up to be a servant during life; that the very nature of the marriage contract was, in short, nothing but giving up liberty, estate, authority, and everything to the man, and the woman was indeed a mere woman ever after—that is to say, a slave. Roxana: The Fortunate Mistress (1724)

And under the contract, management couldn’t fire a Teamster unless they had certain grounds. They had none. Stealing was grounds only if they could prove it. Besides, I worked hard for them when I wasn’t stealing from them. But

When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan. This pattern is called escalation of commitment. Evidence shows that entrepreneurs persist with failing strategies when they should pivot, NBA general managers and coaches keep investing in new contracts and more playing time for draft busts, and politicians continue sending soldiers to wars that didn’t need to be fought in the first place.

lawyers. An error at the hour of signing a big contract, or negotiating an acquisition, could easily cost you millions, or be the deciding factor between summers in Ibiza with your model girlfriend or taking a consolation-prize job as product manager at Oracle instead (look,

He should have played baseball instead of being a quarterback since he’d managed to make it to third base

The goats were replaced by two hundred bright yellow American trash compactor trucks, provided under a $200 million contract with Waste Management, Inc.

The only gold stars the CIA gives out are for death in the field, and then only to actual employees, not contracted assets. You get my appreciation.” She smiled. “You’ll get a gold star in a forgotten file when you die. It will have to wait for now, but I doubt it will wait for too long.” “With friends like you.” “All your friends fucked you over, Court. Face it, you are better off with a straight shooter like me managing you.

Japanese contracts were vague; they wouldn’t stand up in Canadian courts, for in Japan they didn’t have to. If an agreement wasn’t working out for both parties, company managers would just talk it over and settle any differences.

Over lunch he mentioned he’s been turning down modeling contracts, for sod’s sake. “It’s so embarrassing,” he said modestly. “I mean, what would Steinbeck have made of this?” I managed to smile, thinking how Modesty is Vanity’s craftier stepbrother.

How hard is it to adjust to Earth life? Many incarnated adults only seem to be “grown up.” Inwardly they’re protesting humanity still; angels in human form who never manage to accept those harsh and dumbed-down vibrational frequencies, no matter how many years they breathe air and how strongly their human hearts beat. Understandably so. Every “normal” adjustment to human life could be considered a triumph, especially in the waning years of the Age of Faith. Even if nothing else were strange about human lifetimes in this era, growing into adulthood requires decades to learn how to run the body, gain a sense of self, manage money; then, depending upon the particulars of a Life Contract, additional challenges add to every lifetime intense potential for “education.

My main working skill was Trade. The development tree for this skill featured at least thirteen different branches, including things like: Contracts, Clan Contracts, Direct Sales, Knowledge of Market, Management, Wholesale, Commission Contracts, and so on and so forth…

The federation isn’t callous. It recognizes the gravity of wiping out entire civilizations, entire species. It does so only when it has a high degree of certainty that the species in question is apt to reject any social contract that involves managed resource consumption.

Jobs’s successes came at a cost, since velvety diplomacy was still not part of his repertoire. When he decided that a division of Airborne Express wasn’t delivering spare parts quickly enough, he ordered an Apple manager to break the contract. When the manager protested that doing so could lead to a lawsuit, Jobs replied,

Perhaps managers still saw themselves in workers, people they considered their fellow Americans. I often picture it literally—three white men seated in a room, signing a contract: Walter Reuther of the United Automobile Workers; Charles Wilson, the General Motors chief executive; and President Dwight Eisenhower. Their handshakes seal the deal for a broad, white middle class. Then, in the mid-sixties, there’s a commotion at the door. Women and people of color are demanding a seat at the table, ready to join the contract for shared prosperity. But no longer able to see themselves reflected in the other signatories, the leaders of government and big business walk out, leaving workers on their own—and the Inequality Era was born.

Growing religious fundamentalism is directly linked to globalization and to privatization. The Indian government is talking about selling its entire power sector to foreign multinationals, but when the consequences of that become hard to manage, the government immediately starts saying, "Should we build the Ram temple in Ayodhya?" Everyone goes baying off in that direction. Meanwhile, contracts are signed. It's like a game. That's something we have to understand. It's like a pincer action. With one hand they're selling the country out to multinationals. With the other they're orchestrating this howling cultural nationalism. On the one hand you're saying that the world is a global village. On the other hand governments spend millions and millions patrolling their borders with nuclear weapons.

This is related to the phenomenon of the Professional Smile, a national pandemic in the service industry; and noplace in my experience have I been on the receiving end of as many Professional Smiles as I am on the Nadir, maître d’s, Chief Stewards, Hotel Managers’ minions, Cruise Director—their P.S.’s all come on like switches at my approach. But also back on land at banks, restaurants, airline ticket counters, on and on. You know this smile—the strenuous contraction of circumoral fascia w/ incomplete zygomatic involvement—the smile that doesn’t quite reach the smiler’s eyes and that signifies nothing more than a calculated attempt to advance the smiler’s own interests by pretending to like the smilee. Why do employers and supervisors force professional service people to broadcast the Professional Smile? Am I the only consumer in whom high doses of such a smile produce despair? Am I the only person who’s sure that the growing number of cases in which totally average-looking people suddenly open up with automatic weapons in shopping malls and insurance offices and medical complexes and McDonald’ses is somehow causally related to the fact that these venues are well-known dissemination-loci of the Professional Smile? Who do they think is fooled by the Professional Smile?

Some equestrians were involved in the potentially lucrative business of provincial taxation, thanks to another law of Gaius Gracchus. For it was he who first arranged that tax collecting in the new province of Asia should, like many other state responsibilities, be contracted out to private companies, often owned by equestrians. These contractors were known as publicani – ‘public service providers’ or ‘publicans’, as tax collectors are called in old translations of the New Testament, confusingly to modern readers. The system was simple, demanded little manpower on the part of the Roman state and provided a model for the tax arrangements in other provinces over the following decades (and was common in other early tax raising regimes). Periodic auctions of specific taxation rights in individual provinces took place at Rome. The company that bid the highest then collected the taxes, and anything it managed to rake in beyond the bid was its profit. To put it another way, the more the publicani could screw out of the provincials, the bigger their own take – and they were not liable to prosecution under Gaius’ compensation law. Romans had always made money out of their conquests and their empire, but increasingly there were explicitly, and even organised, commercial interests at stake.

The producer’s responsibilities include hiring and building teams; writing contracts; contributing to the game’s design; managing the team’s work schedule; balancing the game’s budget; resolving disputes between creative and programming leads; acting as the team representative to upper management and publishers; coordinating the creation of outside resources such as art, music, and cutscenes; and arranging testing and localization.

Once the managers consoldiate their position within an institution, their objective interests no longer fully correspond to the interests of the other groups involved – voters, owners, members, teachers, students or consumers. A decision on dividends, mergers, labor contracts, prices, curriculum, class size, scope of government operations, armament, strikes, etc. may serve the best interests of the manager without necessarily contributing to the well-being of the other groups.

The gang leader in each area, known as a “don,” maintained a group of armed followers or “shooters” who acted as enforcers, kept down petty crime, and enforced a strict normative system of punishment and reward upon the population. The don acted as a mediator and resolver of disputes, liaised with police and city authorities to manage violence and crime, and became an intermediary for the distribution of government handouts—jobs, housing, welfare benefits, contracts—to the population.

I waited for years for my infatuation to blow over, managing it like a chronic illness. But suppression only sustains and intensifies passion instead of letting it peter out into domesticity, the way the narrow glass canyons of Manhattan Venturi the winds to a pitch that rips umbrellas inside out. Kati Jo used to say she wished Lauren and I could just fuck so I'd get it out of my system, but I never wanted anything as feasible as an affair. I never imagined that Lauren might leave her husband, or entertained shameful little daydreams about his death. The only scenario I could plausibly picture that would bring us together was not Lars's death but my own. I would contract some painless terminal illness that would entitle me to ask Lauren to sit at my bedside in my last months and read to me or bring me little sandwiches. I couldn't envision any realistic way of changing this world; what I wanted was to live in a different one. I was never really a reformer, but a utopian.

the market economy is based on cyclical consumption and it really doesn’t matter what is being produced, how it is being produced, or why. If demand or production slows, so too does the movement of money, and when this happens, the economy contracts, systemically reducing the standard of living for many. Ecologically, this means capitalism is structurally oblivious to humanity’s existence on a finite planet. The system wants to produce, not conserve. In fact, if you think about it, you will discover an interesting paradox to market logic: the fact that capitalism is a scarcity-based economic system that actually seeks infinite consumption. In other words, it favors a threshold of goods scarcity to secure competitive profits, theorized as a model to properly manage scarcity, optimizing resource use and distribution. Yet, at the same time, the system demands more and more human dissatisfaction and “want” in order to function and grow. It rewards consumption, with no inherent incentive to conserve anything.

The upper management team had informed me that an employee that worked for me was a poor performer and would be terminated soon. This employee was clearly displaying mental health issues that were causing problems in the workplace. When I followed the company procedures and reported this to human resources, their response was to inform me that my contract would not be renewed and I would be immediately fired if anyone complained about me. This was my introduction to how mental health issues are handled in the USA.

Originally, the word power meant able to be. In time, it was contracted to mean to be able. We suffer the difference. Iwas waiting for a plane when I overheard two businessmen. One was sharing the good news that he had been promoted, and the other, in congratulation, said, “More power to you.” I've heard this expression before, but for some reason, I heard it differently this time and thought, what a curious sentiment. As a good wish, the assumption is that power is the goal. Of course, it makes a huge difference if we are wishing others worldly power or inner power. By worldly power, I mean power over things, people, and situations—controlling power. By inner power, I mean power that comes from being a part of something larger—connective power. I can't be certain, but I'm fairly sure the wish here was for worldly power, for more control. This is commonplace and disturbing, as the wish for more always issues from a sense of lack. So the wish for more power really issues from a sense of powerlessness. It is painfully ironic that in the land of the free, we so often walk about with an unspoken and enervating lack of personal freedom. Yet the wish for more controlling power will not set us free, anymore than another drink will quench the emptiness of an alcoholic in the grip of his disease. It makes me think of a game we played when I was nine called King of the Hill, in which seven or eight of us found a mound of dirt, the higher the better, and the goal was to stand alone on top of the hill. Once there, everyone else tried to throw you off, installing themselves as King of the Hill. It strikes me now as a training ground for worldly power. Clearly, the worst position of all is being King of the Hill. You are completely alone and paranoid, never able to trust anyone, constantly forced to spin and guard every direction. The hills may change from a job to a woman to a prized piece of real estate, but those on top can be so enslaved by guarding their position that they rarely enjoy the view. I always hated King of the Hill—always felt tense in my gut when king, sad when not, and ostracized if I didn't want to play. That pattern has followed me through life. But now, as a tired adult, when I feel alone and powerless atop whatever small hill I've managed to climb, I secretly long for anyone to join me. Now, I'm ready to believe there's more power here together.

I was wondering how Ms. Hetley, who seemed to occupy just about every slot on the New York Times hardback, paperback, and e-book bestseller lists, had managed to wring eight five-hundred-page installments out of the concept of wars between rival gangs of vampires and wizards when it seemed obvious to me that all a wizard would have to do to kick a vampire's ass was pounce on it during the day while it was sleeping. How could anyone take this stuff seriously, I wondered. Hetley's graphic depictions of wizard-on-vampire sex, which was creating a bloodthirsty, mutant race of evil, soulless 'vampards', seemed absurd.

Fitz sat in a green leather armchair. To Ethel’s surprise, Albert Solman was there, too, in a black suit and a stiff-collared shirt. A lawyer by training, Solman was what Edwardian gentlemen called a man of business. He managed Fitz’s money, checking his income from coal royalties and rents, paying the bills, and issuing cash for staff wages. He also dealt with leases and other contracts, and occasionally brought lawsuits against people who tried to cheat Fitz. Ethel had met him before and did not like him. She thought he was a know-all. Perhaps all lawyers were; she did not know: he was the only one she had ever met.

The explosion was deafening; a huge cloud of fire rolled out the window after us, its immense heat brushing my face as we tumbled into the snow. We hit the ground and rolled. Flaming debris from the house came down around us; Griffin shoved me flat on my back, covering us both with his heavy coat. The echoes of the explosion reflected back across the river, then slowly dwindled away, like dying thunder. The leaping flames threw warm light onto the falling snow, turning it into a storm of sparks pouring down from the heavens. Griffin started to push himself off of me, then stoped. His hands were braced on either side of my shoulders, his legs twined with mine. Mt heart pounded, my palms sweated, and I was suddenly, acutely aware of how close his face was to mine. "You're a madman," he whispered. "An utter madman." "Perhaps," I allowed. "But it worked." The leaping light from the burning house painted his features in gold, highlighting his patrician nose and finding threads of brown and blue in his green eyes. His pupils widened, the irises contracting to silver. "Whatever am I going to do with you?" he murmured. The warmth of his breath feathered over my skin. Heat collected in my groin, my lips. My mouth was dry, my voice hoarse, and perhaps he was right and it was madness when I whispered, "Whatever you want." A shiver went through his body, perhaps because we were lying on the cold ground. But instead of getting up, he leaned closer, his overlong hair tumbling over his forehead. He paused, his mouth almost touching mine, his eyes seeming to ask a question. It was madness; it was folly; it was sheer selfishness. I was delusional, misguided, wrong, out of control. I needed to pull back, to say something sane, to re-establish mastery over myself. I could not do this. I could not take the risk. Later tonight, I'd relive this moment in my lonely bed and wonder if I'd done the right thing. But at least that would be familiar, would be something I knew how to cope with. And yet the very thought felt like dying. I surged forward, crossing the final, tiny gap and pressing my lips to his. It was awkward and desperate and frantic, but the feel of his mouth against mine sent a bolt of electricity straight down my spine. Just a moment, just this one kiss, surely that would be enough... Then he kissed me back, and it would never be enough, a thousand years of this would not be enough. His mouth was hungry and insistent, his tongue probing my lips, asking for greater intimacy. I granted it, tongues swirling together, mine followed his when it retreated and tasting him in return. There came the clanging of bells in the distance, the fire company alerted to the explosion. Griffin drew back a fraction. His breath was as raged as mine, which left me dazed with wonder. "My dear," he whispered against my lips. Then he swallowed convulsively. "We should leave, before the fire companies come." "Y-Yes." It was amazing I managed that much coherence. He closed his eyes and leaned his forehead against mine, our breaths mingling. "Will you come home with me?" Was he asking...? "Yes." Oh, God, yes. His lips curved into a smile.

Hey Blake, how’s it hanging?” She questioned, looking through me at Blake, obviously ignoring my presence. She looked smug at the double meaning in her sentence. Blake furrowed his eyebrows. Brianna only talked to him on rare occasions when she bumped into us at my house. He must have been confused as to why she approached us in public, considering how she and I weren’t friends even in the slightest sense. Ignoring the fact that she was talking to Blake and not me, I spoke. “Longer than anything you’ve ever sucked.” Blake’s eyes widened for a second before he bit his lip to keep from laughing. Brianna turned toward me with cold eyes, her smile gone. “Not like you would know, Virgin Violet.” Her cohorts laughed and smiled like that was the funniest thing they had heard in their entire lives. “You know I really do admire you, Bri Bri.” I smiled sweetly, leaning forward as I placed my hand on her shoulder. “The fact that you’ve had so many fuck buddies this summer and still have not managed to contract some kind of STI or gotten pregnant really does inspire me.” I smirked wickedly. “At least from my knowledge you haven’t.” The look that came to her face made me want to buckle over with laughter. She looked flustered, angry, and embarrassed all at the same time. Maybe I hit a soft spot.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

Bob Cavallo remembers early on in the process, ‘We were at odds with each other. Our contract was up; five years had gone by since Purple Rain. We met at the Four Seasons with his lawyer and his accountant, me and Steve Fargnoli to discuss some kind of rapprochement because he had fired us. Basically he said, “I’ll work with you again but you’ve got to help me make this movie.” I read the treatment and said, “This could be an interesting thing,” and I said, “I’ll try to put you together with some young hip writers and maybe we can come up with a script quickly, ’cause this is pretty detailed.” And he went, “What are you talking about? That is the script.” It was thirty pages. And he said, “I’m going to shoot it, I know exactly how to do it.” So I said, “Maybe we could get this on Broadway for you. Would you be interested in that?” And he said, “No.” Now he was pissed that I didn’t think this was a good enough script, so we shook hands and that was the end of it. Then, about a year later, we were suing each other. But even when we sued each other, it was kinda funny. I said, “How could you not pay me?” He said, “How could you sue me?” He said, “You can’t have my children, those songs. You’re gonna give your involvement in those songs to your grandchildren?” And I said, “Yeah, I put ten years of my life into you, and you sucked all the air out of the room. I couldn’t really manage anybody else except for your friends.

With unsteady hands, Phillip yanked on the mare’s bridle straps while trying to loosen one of the stubborn buckles. She snorted at his rough handling. Totka appeared beside him. “Let me.” Phillip gratefully released the task, an unexpected sense of brotherhood filling him. If anyone knew the heartache of separation, it was the man whose deft brown hands readied Phillip’s mount for the long road ahead. Totka’s own road had been lengthy. And yet, after two years, he somehow managed to continue to place one foot in front of the other. His breath still entered and left his body in the same monotonous pattern. How? When already several times over the half-day since Grayson had ridden out with Milly, Phillip had wondered if his chest might explode with the effort of expanding and contracting without her.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

The sexual segregation of the labour force, and the preservation of workplaces as arenas for fraternal solidarity, have remained remarkably stable during the twentieth century.59 Most women can find paid employment only in a narrow range of low-status, low-paid occupations, where they work alongside other women and are managed by men, and, despite equal-pay legislation, they earn less than men. Marriage thus remains economically advantageous for most women. Moreover, the social pressures for women to become wives are as compelling as the economic. Single women lack a defined and accepted social place; becoming a man’s wife is still the major means through which most women can find a recognized social identity. More fundamentally, if women exercised their freedom to remain single on a large scale, men could not become husbands – and the sexual contract would be shaken.

The flowering of the consumerist ethic is manifested most clearly in the food market. Traditional agricultural societies lived in the awful shade of starvation. In the affluent world of today one of the leading health problems is obesity, which strikes the poor who stuff themselves with hamburgers and pizzas even more severely than the rich who eat organic salads and fruit smoothies. Each year the US population spends more money on diets than the amount needed to feed all the hungry people in the rest of the world. Obesity is a double victory for consumerism. Instead of eating little, which will lead to economic contraction, people eat too much and then buy diet products – contributing to economic growth twice over. In medieval Europe, aristocrats spent their money carelessly on extravagant luxuries, whereas peasants lived frugally, minding every penny. Today, the tables have turned. The rich take great care managing their assets and investments, while the less well heeled go into debt buying cars and televisions they don’t really need.

once been a benefit to those now complaining. Back in the days when there was too much capacity, importers exploited the flexibility of contracts. Their deals obligated carriers to move a minimum number of boxes at a set price. But if the customer opted to move fewer, they did not have to pay a penalty. Now, the dynamic had reversed. Supply was tight, prices were astronomical, and the carriers were behaving like miners unleashed on a gold rush. The niceties of their previous dealings were ditched in the pursuit of a frenzied reach for lucre. “This is arguably the largest driver of the increased cost of consumer goods in our country,” Delves said. “This surpasses any tariff that’s put on anything.” There were certainly other factors behind soaring prices. Governments in major economies had dispensed cash to their citizens to help them manage the economic strains of the pandemic, which had boosted spending power. Decades of consolidation in many industries—from meatpacking to telecommunications—had placed companies in position to exploit disruptions as an opportunity to lift prices.

Seeing that I would never manage to fall asleep, I arose, lit a candle, and after dressing went outside. Beneath the dull glow of the winter moon the snow glowed like pale blue china. The sidewalks sparkled weakly beneath the rays of the flickering street lamps; the benumbed streets slumbered forlornly. I walked, passing one corner after the other, and suddenly found myself on the edge of town. Further, beyond the square, an endless expanse began to glisten with a somber silverness. I stopped just before the gates. My intent gaze could distinguish nothing in the distant white expanse. Before me rose the imposing bank of the Volga like a gigantic snowdrift. So barren and uninviting was this deserted view resembling eternity that my heart contracted. I turned to the right and approached quite close to the monastery enclosure. From behind the bronze gates, glimmered a dense net of crosses and gravestones. The ancient eyes of the church gazed forbiddingly down on me, and with an eerie feeling I thought of the monks sleeping at this moment in tomb-like cells together with corpses. Were any of them thinking of the hour of death on this night? ("Lamia")

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

The damned alarm went off in the middle of the hottest fuck Nick had ever had. He came up out of the dream roaring like an angry bear and practically slapped the clock off the nightstand in his efforts to shut it off. There was no going back to sleep, not with his heart hammering and his dick stretching out between his legs like it owned the place. Cursing between his teeth, he stumbled to the bathroom with only one eye half open. Not bothering with the stop at the commode for the piss he knew he couldn’t manage as hard as he was, he shoved his way into the shower and cranked the hot water. No cold showers this morning. He had every intention of giving this dream a good send-off. For a minute he leant against the wall, letting the jets from the shower massage work their magic. Then, when he was nice and wet, he soaped up, still not bothering to open his eyes, still doing his best to capture the vivid images from his dream. Once his chest and armpits, lower back and arse were well lathered, he went to work where he needed it most. And when his pubes felt like they were mounded in thick whipped cream, he closed his fist around his sudsy hard-on and began to stroke, letting the dream flood full-on back into his head.

It takes the better part of those months for Herr Thiessen to complete the clock. He works on little else, though the sum of money involved makes the arrangement more than manageable. Weeks are spent on the design and the mechanics. He hires an assistant to complete some of the basic woodwork, but he takes care of all the details himself. Herr Thiessen loves details and he loves a challenge. He balances the entire design on that one specific word Mr. Barris used. Dreamlike. The finished clock is resplendent. At first glance it is simply a clock, a rather large black clock with a white face and a silver pendulum. Well crafted, obviously, with intricately carved woodwork edges and a perfectly painted face, but just a clock. But that is before it is wound. Before it begins to tick, the pendulum swinging steadily and evenly. Then, then it becomes something else. The changes are slow. First, the color changes in the face, shifts from white to grey, and then there are clouds that float across it, disappearing when they reach the opposite side. Meanwhile, bits of the body of the clock expand and contract, like pieces of a puzzle. As thought clock is falling apart, slowly and gracefully. All of this takes hours. The face of the clock becomes a darker grey, and then black, with twinkling stars where the numbers had been previously. The body of the clock, which has been methodically turning itself inside out and expanding, is now entirely subtle shades of white and grey. And it is not just pieces, it is figures and objects, perfectly carved flowers and planets and tiny books with actually paper pages that turn. There is a silver dragon curls around part of the now visible clockwork, a tiny princess in a carved tower who paces in distress awaiting an absent prince. Teapots that our into teacups and minuscule curls of steam that rise from them as the seconds tick. Wrapped presents open. Small cats chase small dogs. An entire game of chess is played. At the center, where a cuckoo bird would live in a more traditional timepiece, is the juggler. Dressed in harlequin style with a grey mask, he juggles shiny silver balls that correspond to each hour. As the hour chimes, another ball joins the rest until at midnight he juggles twelve balls in a complex pattern. After midnight the clock begins once more to fold in upon itself. The face lightens and the colds return. The number of juggled balls decreases until the juggler himself vanishes. By noon it is a clock again, and no longer a dream.

Hamilton argued that the security of liberty and property were inseparable and that governments should honor their debts because contracts formed the basis of public and private morality: “States, like individuals, who observe their engagements are respected and trusted, while the reverse is the fate of those who pursue an opposite conduct.”The proper handling of government debt would permit America to borrow at affordable interest rates and would also act as a tonic to the economy. Used as loan collateral, government bonds could function as money—and it was the scarcity of money, Hamilton observed, that had crippled the economy and resulted in severe deflation in the value of land. America was a young country rich in opportunity. It lacked only liquid capital, and government debt could supply that gaping deficiency. The secret of managing government debt was to fund it properly by setting aside revenues at regular intervals to service interest and pay off principal. Hamilton refuted charges that his funding scheme would feed speculation. Quite the contrary: if investors knew for sure that government bonds would be paid off, the prices would not fluctuate wildly, depriving speculators of opportunities to exploit. What mattered was that people trusted the government to make good on repayment: “In nothing are appearances of greater moment than in whatever regards credit. Opinion is the soul of it and this is affected by appearances as well as realities.” Hamilton intuited that public relations and confidence building were to be the special burdens of every future treasury secretary.

There’s no efficient way to kill yourself with a dressmaker’s pin (I wouldn’t call contracting gangrene an efficient way to kill yourself) – I puzzled over it for a long time, seeing as they’d left the pins there, but it’s just not possible. Useful for picking locks though. I so loved the burglary lessons we got when we were training. Didn’t so much enjoy the bleak aftermath of my unsuccessful attempt to put them to use – very good at picking locks but not so good at getting out of the building. Our prison cells are only hotel bedrooms, but we are guarded like royalty. And also, there are dogs. After that episode with the pins, they had a good go at making sure I wouldn’t be able to walk if I did manage to get out – don’t know where you pick up the skills for disabling a person without actually breaking her legs, Nazi School of Assault and Battery? Like everything else it wasn’t permanent damage, nothing left this week but the bruises, and they check me carefully now for stray bits of metal. I got caught yesterday trying to hide a pen nib in my hair (I didn’t have a plan for it, but you never know). Oh – often I forget I am not writing this for myself, and then it’s too late to scratch it out. The evil Engel always snatches everything away from me and raises an alarm if she sees me trying to retract anything. Yesterday I tried ripping off the bottom of the page and eating it, but she got to it first. (It was when I realised I had thoughtlessly mentioned the factory at Swinley. It is refreshing sometimes to fight with her. She has the advantage of freedom, but I am a lot more imaginative. Also I am willing to use my teeth which she is squeamish about.) Where was I? Hauptsturmführer von Linden has taken away everything I wrote yesterday. It is your own fault, you cold and soulless Jerry bastard, if I repeat myself.

I love you," Avery whispered and slid his hands under Kane's back, gripping his shoulders as he slowly began to move his hips, pulling almost out and slowly pushing back into that delicious tightness, moving faster and harder with each thrust. "I…love…you…" Kane whimpered. Avery gritted his teeth and closed his eyes, burying his face in the crook of Kane's neck. He wanted this to last, but the force of Kane's muscles gripping him felt too good. "You're finally mine." "And you're…finally…mine…" Kane declared, his hips rising to meet Avery's, thrust for thrust. "I've been yours since the first moment I laid eyes on you. Today was for you, baby." Avery gripped Kane's shoulders tighter, holding him in place as he drove himself deep into Kane's body. His knees dug into the mattress as he tried to get better leverage. He couldn't get close enough to Kane, couldn't get deep enough in the man he loved. He slammed his hips wildly against Kane, their loud grunts and moans filled the room, and the sound of their bodies slapping together added to the heat of the moment. Avery managed to slide his hand between their sweat-coated bodies and pump Kane's hard cock. His rhythm was erratic, he couldn't keep the pace, not with the way Kane's tight ass grasped him, but he wanted Kane to come before he did. His body strained, and he screwed his eyes shut, trying to prevent his release. He hung on until he felt Kane's cock twitch and hot jets of thick cream shot between his fingers and splattered on his chest. Kane shuddered and moaned beneath him, and his ass contracted around him. The smell and feel of Kane's release drove him insane. He grabbed Kane's thighs, pushed them back, lifting him higher, and plunged into him, pistoning his hips like a jack hammer. "Yes. So…good, baby." It wasn't a second more before his own release hit, and his cock jerked deep inside Kane's hot ass as he filled him with his come. "You're amazing," Avery roared as he slumped forward, falling on top of Kane.

Then, as if he’d figured out what produced the maximum reaction in her, he switched back to Chopin. Just like that night in her childhood, the music slipped past her defenses and produced a deep contraction inside her, equal parts pain and pleasure. It went deeper still, until the tears began to rise, and she could only sit there, crying, trying to display only her expressionless left side so he wouldn’t notice. She’d been numb and it had felt good. Okay, not good. But safe. Manageable. He kept playing, soulful, stirring pieces that seemed chosen for their ability to pierce her heart deeper, deeper. She was crying audibly now, and he stopped and regarded her impassively. It couldn’t have been more awkward. She worked to compose herself and only then did she look up and meet his eyes. “Well,” he said, “I think it’s safe to say that dance is not done with you yet.” She stared at him in disbelief. “You did this on purpose. Tried to provoke a reaction.” “I suppose I did.” What a horrible, disreputable person he was. No wonder Misha had seemed anxious about having him around this weekend. “That was a pretty shitty thing to do.” “Not at all,” he replied. “I was just helping you see where you stand with your art. You need it. It nourishes you. That’s not going to go away just because you’re sidelined for a year or two.” “Two years?” She wasn’t sure which appalled her more, his words or his casual attitude. “Whatever. Point being, you’re still a dancer. It couldn’t be more obvious. That gorgeous body of yours, the way it moves. The way you’re sitting there now, all swept away by the music. You’re a dancer. You can’t not be one. Ever.” The truth of this, the twin emotions of fragile hope and crushing despair, crashed into her. He was right. And right then, the truth hurt. Now that the numbness was gone, it all hurt. The tears rose up again and spilled out. She heard Misha come in through the front door. David looked anxious. “Look, Dena. I just want to make sure you’re looking at the issue clearly.” Misha

In the very midst of this panic came the news that the steamer Central America, formerly the George Law, with six hundred passengers and about sixteen hundred thousand dollars of treasure, coming from Aspinwall, had foundered at sea, off the coast of Georgia, and that about sixty of the passengers had been providentially picked up by a Swedish bark, and brought into Savannah. The absolute loss of this treasure went to swell the confusion and panic of the day. A few days after, I was standing in the vestibule of the Metropolitan Hotel, and heard the captain of the Swedish bark tell his singular story of the rescue of these passengers. He was a short, sailor-like-looking man, with a strong German or Swedish accent. He said that he was sailing from some port in Honduras for Sweden, running down the Gulf Stream off Savannah. The weather had been heavy for some days, and, about nightfall, as he paced his deck, he observed a man-of-war hawk circle about his vessel, gradually lowering, until the bird was as it were aiming at him. He jerked out a belaying pin, struck at the bird, missed it, when the hawk again rose high in the air, and a second time began to descend, contract his circle, and make at him again. The second time he hit the bird, and struck it to the deck. . . . This strange fact made him uneasy, and he thought it betokened danger; he went to the binnacle, saw the course he was steering, and without any particular reason he ordered the steersman to alter the course one point to the east. After this it became quite dark, and he continued to promenade the deck, and had settled into a drowsy state, when as in a dream he thought he heard voices all round his ship. Waking up, he ran to the side of the ship, saw something struggling in the water, and heard clearly cries for help. Instantly heaving his ship to, and lowering all his boats, he managed to pick up sixty or more persons who were floating about on skylights, doors, spare, and whatever fragments remained of the Central America. Had he not changed the course of his vessel by reason of the mysterious conduct of that man-of-war hawk, not a soul would probably have survived the night.

Acronyms Seriously Suck: There is a creeping tendency to use made up acronyms at SpaceX. Excessive use of made up acronyms is a significant impediment to communication and keeping communication good as we grow is incredibly important. Individually, a few acronyms here and there may not seem so bad, but if a thousand people are making these up, over time the result will be a huge glossary that we have to issue to new employees. No one can actually remember all these acronyms and people don’t want to seem dumb in a meeting, so they just sit there in ignorance. This is particularly tough on new employees. That needs to stop immediately or I will take drastic action—I have given enough warnings over the years. Unless an acronym is approved by me, it should not enter the SpaceX glossary. If there is an existing acronym that cannot reasonably be justified, it should be eliminated, as I have requested in the past. For example, there should be no “HTS” [horizontal test stand] or “VTS” [vertical test stand] designations for test stands. Those are particularly dumb, as they contain unnecessary words. A “stand” at our test site is obviously a *test* stand. VTS-3 is four syllables compared with “Tripod,” which is two, so the bloody acronym version actually takes longer to say than the name! The key test for an acronym is to ask whether it helps or hurts communication. An acronym that most engineers outside of SpaceX already know, such as GUI, is fine to use. It is also ok to make up a few acronyms/contractions every now and again, assuming I have approved them, eg MVac and M9 instead of Merlin 1C-Vacuum or Merlin 1C-Sea Level, but those need to be kept to a minimum. This was classic Musk. The e-mail is rough in its tone and yet not really unwarranted for a guy who just wants things done as efficiently as possible. It obsesses over something that other people might find trivial and yet he has a definite point. It’s comical in that Musk wants all acronym approvals to run directly through him, but that’s entirely in keeping with the hands-on management style that has, mainly, worked well at both SpaceX and Tesla. Employees have since dubbed the acronym policy the ASS Rule.

Dammit, Holly, I'd never have believed you'd do something so harebrained. Do you understand that the building could have collapsed around you and those henwits? I know what condition those places are in, and I wouldn't let a dog of mine venture past the threshold, much less my wife. And the men—good God, when I think of the low-living bastards who were in your vicinity, it makes my blood curdle! Sailors and drunkards on every corner—do you know what would happen if one of them took it into his head to snap up a little treat like you?” As the thought seemed to temporarily render him incapable of speech, Holly took the opportunity to defend herself. “I was with companions, and—” “Ladies,” he said savagely. “Armed with umbrellas, no doubt. Just what do you think they would have been able to do, had you met with bad company?” “The few men we encountered in the neighborhood were harmless,” Holly argued. “In fact, it was the very same place you lived in during your childhood, and those men were no different from you—” “In those days, I'd have played merry hell with you, if I'd managed to get my hands on you,” he said harshly. “Have no illusions, milady… you'd have ended face-to-the wall in Maidenhead Lane with your skirts around your waist. The only wonder is that you didn't meet that fate with some randy sailor yesterday.” “You're exaggerating,” Holly said defensively, but that only roused his temper to a higher pitch. He continued to blister her ears with a lecture that was furious and insulting by turns, naming the various diseases she could have contracted and the vermin she had likely encountered, until Holly couldn't bear another word. “I've heard enough,” she cried hotly. “It's clear to me that I'm not to make a single decision without asking your permission first—I'm to be treated as a child, and you will act as a dictator.” The accusation was unfair, and she knew it, but she was too incensed to care. Suddenly his fury seemed to evaporate, and he stared at her with an inscrutable gaze. A long moment passed before he spoke again. “You wouldn't have taken Rose to such a place, would you?” “Of course not! But she is a little girl, and I'm—” “My life,” he interrupted quietly. “You're my entire life. If anything ever happens to you, Holly, there is nothing left for me.

How did you convince her to remarry you?” Tomas asked curiously, drawing Radcliffe from his thoughts. Making a face, he admitted, “I had to draw up a contract stating that I would never again condescend to her. That I would discuss business with her on a daily basis were she interested, and…” “And?” He sighed unhappily. “And that I would take her to my club dressed as a man.” Tomas gave a start. “What?” “Shh,” Radcliffe cautioned, glancing nervously around to be sure that they had not been overheard. No one seemed to be paying attention to them. Most of the guests were casting expectant glances toward the back of the church, hoping to spot the brides who should have been there by now. Glancing back to Tomas, he nodded. “She was quite adamant about seeing the club. It seems she was jealous of Beth’s getting with those ‘hallowed halls’-her words, not mine-and she was determined to see inside for herself.” “Have you taken her there yet?” “Nay, nay. I managed to put her off for quite some time, and then by the time she lost her patience with my stalling, she was with child and did not think the smoky atmosphere would be good for the baby. I am hoping by the time it is born and she is up and about again, she will have forgotten-“ A faint shriek from outside the church made him pause and stiffen in alarm. “That sounded like Charlie.” Turning, he hurried toward the back of the church with Tomas on his heel. Crashing through the church doors, they both froze at the top of the steps and gaped at the spectacle taking place on the street below. Charlie and Beth, in all their wedding finery, were in the midst of attacking what appeared to be a street vendor. Flowers were flying through the air as they both pummeled the man with their bouquets and shouted at him furiously. “Have I mentioned, Radcliffe, how little I appreciate the effect your wife has had on mine?” Tomas murmured suddenly, and Radcliffe glanced at him with amazement. “My wife? Good Lord, Tomas, you cannot blame Beth’s sudden change on Charlie. They grew up together, for God’s sake. After twenty years of influence, she was not like this.” Tomas frowned. “I had not thought of that. What do you suppose did it, then?” Radcliffe grinned slightly. “The only new thing in her life is you.” Tomas was gaping over that truth when Stokes slipped out of the church to join them. “Oh, dear. Lady Charlie and Lady Beth are hardly in the condition for that sort of behavior.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

Another dangerous neoliberal word circulating everywhere that is worth zooming in on is the word ‘resilience’. On the surface, I think many people won’t object to the idea that it is good and beneficial for us to be resilient to withstand the difficulties and challenges of life. As a person who lived through the atrocities of wars and sanctions in Iraq, I’ve learnt that life is not about being happy or sad, not about laughing or crying, leaving or staying. Life is about endurance. Since most feelings, moods, and states of being are fleeting, endurance, for me, is the common denominator that helps me go through the darkest and most beautiful moments of life knowing that they are fleeing. In that sense, I believe it is good for us to master the art of resilience and endurance. Yet, how should we think about the meaning of ‘resilience’ when used by ruling classes that push for wars and occupations, and that contribute to producing millions of deaths and refugees to profit from plundering the planet? What does it mean when these same warmongers fund humanitarian organizations asking them to go to war-torn countries to teach people the value of ‘resilience’? What happens to the meaning of ‘resilience’ when they create frighteningly precarious economic structures, uncertain employment, and lay off people without accountability? All this while also asking us to be ‘resilient’… As such, we must not let the word ‘resilience’ circulate or get planted in the heads of our youth uncritically. Instead, we should raise questions about what it really means. Does it mean the same thing for a poor young man or woman from Ghana, Ecuador, Afghanistan vs a privileged member from the upper management of a U.S. corporation? Resilience towards what? What is the root of the challenges for which we are expected to be resilient? Does our resilience solve the cause or the root of the problem or does it maintain the status quo while we wait for the next disaster? Are individuals always to blame if their resilience doesn’t yield any results, or should we equally examine the social contract and the entire structure in which individuals live that might be designed in such a way that one’s resilience may not prevail no matter how much perseverance and sacrifice one demonstrates? There is no doubt that resilience, according to its neoliberal corporate meaning, is used in a way that places the sole responsibility of failure on the shoulders of individuals rather than equally holding accountable the structure in which these individuals exist, and the precarious circumstances that require work and commitment way beyond individual capabilities and resources. I find it more effective not to simply aspire to be resilient, but to distinguish between situations in which individual resilience can do, and those for which the depth, awareness, and work of an entire community or society is needed for any real and sustainable change to occur. But none of this can happen if we don’t first agree upon what each of us mean when we say ‘resilience,’ and if we have different definitions of what it means, then we should ask: how shall we merge and reconcile our definitions of the word so that we complement not undermine what we do individually and collectively as people. Resilience should not become a synonym for surrender. It is great to be resilient when facing a flood or an earthquake, but that is not the same when having to endure wars and economic crises caused by the ruling class and warmongers. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

Here is what I believe to be the bottom line on economic cycles: The output of an economy is the product of hours worked and output per hour; thus the long-term growth of an economy is determined primarily by fundamental factors like birth rate and the rate of gain in productivity (but also by other changes in society and environment). These factors usually change relatively little from year to year, and only gradually from decade to decade. Thus the average rate of growth is rather steady over long periods of time. Only in the longest of time frames does the secular growth rate of an economy significantly speed up or slow down. But it does. Given the relative stability of underlying secular growth, one might be tempted to expect that the performance of economies would be consistent from year to year. However, a number of factors are subject to variability, causing economic growth—even as it follows the underlying trendline on average—to also exhibit annual variability. These factors can perhaps be viewed as follows: Endogenous—Annual economic performance can be influenced by variation in decisions made by economic units: for consumers to spend or save, for example, or for businesses to expand or contract, to add to inventories (calling for increased production) or sell from inventories (reducing production relative to what it might otherwise have been). Often these decisions are influenced by the state of mind of economic actors, such as consumers or the managers of businesses. Exogenous—Annual performance can also be influenced by (a) man-made events that are not strictly economic, such as the occurrence of war; government decisions to change tax rates or adjust trade barriers; or changes caused by cartels in the price of commodities, or (b) natural events that occur without the involvement of people, such as droughts, hurricanes and earthquakes. Long-term economic growth is steady for long periods of time but subject to change pursuant to long-term cycles. Short-term economic growth follows the long-term trend on average, but it oscillates around that trendline from year to year. People try hard to predict annual variation as a source of potential investing profit. And on average they’re close to the truth most of the time. But few people do it right consistently; few do it that much better than everyone else; and few correctly predict the major deviations from trend.

Picture a small South American dictatorship, weakened by economic stresses and a popular demand for more freedom, resulting from the existence of a laissez-faire society nearby. What would the dictator of such a country do if faced by a large and powerful insurance company and its defense service (or even a coalition of such companies) demanding that he remove all taxes, trade restrictions, and other economic aggressions from, say, a mining firm protected by the insurance company? If the dictator refuses the demand, he faces an armed confrontation which will surely oust him from his comfortable position of rule. His own people are restless and ready to revolt at any excuse. Other nations have their hands full with similar problems and are not eager to invite more trouble by supporting his little dictatorship. Besides this, the insurance company, which doesn’t recognize the validity of governments, has declared that in the event of aggression against its insured it will demand reparations payments, not from the country as a whole, but from every individual directly responsible for directing and carrying out the aggression. The dictator hesitates to take such an awful chance, and he knows that his officers and soldiers will be very reluctant to carry out his order. Even worse, he can’t arouse the populace against the insurance company by urging them to defend themselves—the insurance company poses no threat to them. A dictator in such a precarious position would be strongly tempted to give in to the insurance company’s demands in order to salvage what he could (as the managers of the insurance company were sure he would before they undertook the contract with the mining firm). But even giving in will not save the dictator’s government for long As soon as the insurance company can enforce noninterference with the mining company, it has created an enclave of free territory within the dictatorship. When it becomes evident that the insurance company can make good its offer of protection from the government, numerous businesses and individuals, both those from the laissez-faire society and citizens of the dictatorship, will rush to buy similar protection (a lucrative spurt of sales foreseen by the insurance company when it took its original action). At this point, it is only a matter of time until the government crumbles from lack of money and support, and the whole country becomes a free area. In this manner, the original laissez-faire society, as soon as its insurance companies and defense agencies became strong enough, would generate new laissez-faire societies in locations all over the world. These new free areas, as free trade made them economically stronger, would give liberty a tremendously broadened base from which to operate and would help prevent the possibility that freedom could be wiped out by a successful sneak attack against the original laissez-faire society. As the world-wide, interconnected free market thus formed became stronger and the governments of the world became more tyrannical and chaotic, it would be possible for insurance companies and defense agencies to create free enclaves within more and more nations, a sales opportunity which they would be quick to take advantage of.

Quoting page 74-75: The ability of the minority rights interest groups to win control of the new agencies of civil rights enforcement established in the 1960s followed a traditional pattern in the politics of regulation that students of public administration called “clientele capture.” The practice is as old as Jacksonian democracy, which set the American tradition wherein party patronage ruled the civil service and mission agencies were expected to cater to the needs of their organized constituencies: farmers, veterans, laborers, and business interests. By the 1960s, journalists referred to these arrangements as iron triangles.” They were three-way coalitions of mutual back-scratching, operating in Washington and in state and municipal governments throughout America. Three points of the triangle were organized interests which lobbied legislators to establish or expand programs beneficial to their members; legislative committees, which obliged the lobbyists by authorizing and funding programs for the mission agencies to manage; and government bureaucrats, who expanded their empire building service programs to benefit the interest groups. To complete the triangular cycle, interest groups supported the legislators. … because environmental and consumer protection regulation is cross-cutting and horizontal—covering pollution, for example, from all industrial sources, rather than single industry and vertical … it is a difficult target for capture. The new agencies of civil right regulation, however, were different in ways that made them highly vulnerable to capture. Most important, the cost-benefit structure of civil right regulation is the opposite of that found in environmental and consumer protection regulation. Benefits (jobs, promotions, admissions, contract set-asides) are narrowly concentrated among protected-class clienteles (racial and ethnic minorities, women, the handicapped). Costs, on the other hand, are widely distributed (government and corporate budgets).

The bottom line: Irv now has a Navy contract to load stores on ships via a conveyor belt.

People with BPD try to manage their pain through their interactions with other people. As we have explained, projections, rages, criticism, blaming, and other defense mechanisms may be attempts to get you to feel their pain for them. When you assertively redirect the pain back to the person with BPD so they can begin to deal with it, you are breaking a contract that you didn’t know you signed. Naturally, the person with BPD will find this distressing. The person with BPD will probably make a countermove. This is an action designed to restore things to the way they were. Countermoves also help people justify their actions, both to themselves and to you. This element is crucial because it seems to make the blackmail acceptable—even noble. Your ability to withstand these countermoves will determine the future course of your relationship.

The solution to worker dissatisfaction in Europe involved blunting the edge of discontent. It involved adhering to an unwritten social contract, keeping levels of hunger and deprivation within manageable limits by making sure enough quantities of cheap food were available. The cheap food demanded slaves and low-paid agricultural workers.

FACTS ABOUT BLACK OPPRESSION Black Codes During 1865 and 1866 they enacted the Black Codes as a system of social control that would be a substitute for slavery, fix the Negro in a subordinate place in the social order, and provide a manageable and inexpensive labor force. Blacks who were unemployed or without a permanent residence were declared vagrants. They could be arrested and fined and, if unable to pay, be bound out for terms of labor. States enacted careful provisions governing contracts between employer and laborer—in several states the words “master” and “servant” were freely used.

One day our General Counsel went to Leslie and said: “You didn’t sign this huge contract with Disney! Why is Camille’s name on it?” Leslie responded: The person who is living and breathing the contract needs to be the person who owns and signs the contract, not a head of a function or a VP. That takes responsibility of the project away from the person who should be responsible. Obviously, I look at those contracts too. But Camille is proud of what she accomplished. This is her thing, not mine. She is psychologically invested, and I want to keep her that way. I’m not going to take ownership away from her by putting my name on the deal. Leslie was right, and we follow her example across Netflix today. At Netflix you don’t need management to sign off for anything. If you’re the informed captain, take ownership—sign the document yourself.

In March 1942, Deichmann’s work as a manager of Italian contract labor took him to the IG Farben plant at Auschwitz, where many of the Italian workers he had enlisted were working. Even at that early date, Deichmann says, “no one could have approached the IG Farben works without becoming horribly, fearfully aware of what was happening nearby.

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Many public services were also outsourced. While PFI was largely about building and running infrastructure, outsourcing was mainly about handing services over to the private sector to manage, notably IT. HMRC (Her Majesty’s Revenue and Customs), DVLA (the Driver and Vehicle Licensing Agency), the NHS and local authorities awarded enormous IT contracts to external suppliers. Public services, including rubbish collection, school meals, building maintenance, prisons and even ambulance and probation services, were placed in the hands of private providers, often by local authorities: at its peak in 2012–13, the value of outsourcing contracts awarded by the latter reached £708 million.19 Since then, however, the value of local-government outsourced contracts has steadily fallen. The trend is similar for central-government IT outsourcing. Public organizations have increasingly found that outsourcing has not delivered the quality and reliability of services they had expected and has often not been good value for money either.

Perhaps even more than he hated environmental laws, Menard hated labor unions. “The Manager’s income shall be automatically reduced by sixty percent (60%) of what it would have been if a union of any type is recognized within your particular operation during the term of this Agreement,” read an employment contract managers were required to sign. “If a union wins an election during this time, your income will automatically be reduced by sixty percent (60%).

Sometimes, the world's bad players so egregiously fractured the social contract that they surrendered their right to fairness in general, let alone a fair trial. They needed to be milked for information and then incinerated in the human trash heap. The bitter irony of it all was the inherent hypocrisy of the American people. As intense as their need for action when they were frightened was their self-righteous anger once a sense of peace was restored. This was why governments so often failed at their mission to keep people safe from terror. Law enforcement agencies were ultimately managed by elected politicians whose fealty to the will of the people made it ultimately impossible for the law enforcers to do their jobs. Justice and principle took a backseat to re-election and pandering. Politicians forgot what they ordered the street cops and soldiers to do, and in the end, they turned on them and vilified them for doing what they were told.

There are only three of these activities that the Systems Integrator MUST provide and MUST be expert at. These are: Project Management, Systems Engineering, and Subcontract Management. Everything else can be assigned to subcontractors to perform, but these three activities must be performed by the prime contractor.

most of my first two years in office, Trump was apparently complimentary of my presidency, telling Bloomberg that “overall I believe he’s done a very good job”; but maybe because I didn’t watch much television, I found it hard to take him too seriously. The New York developers and business leaders I knew uniformly described him as all hype, someone who’d left a trail of bankruptcy filings, breached contracts, stiffed employees, and sketchy financing arrangements in his wake, and whose business now in large part consisted of licensing his name to properties he neither owned nor managed. In fact, my closest contact with Trump had come midway through 2010, during the Deepwater Horizon crisis, when he’d called Axe out of the blue to suggest that I put him in charge of plugging the well. When informed that the well was almost sealed, Trump had shifted gears, noting that we’d recently held a state dinner under a tent on the South Lawn and telling Axe that he’d be willing to build “a beautiful ballroom” on White House grounds—an offer that was politely declined.

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IS FATIGUE ALL IN YOUR HEAD? In the early 1990s, in a physiology lab at the University of Cape Town in South Africa, an exercise scientist named Tim Noakes, MD, unveiled a radical new way to think about fatigue. Until then, prevailing wisdom held that fatigue occurred in the body. At a certain intensity or duration of physical effort, the demands we put on our muscles become too great and, eventually, our muscles fail. Ask any athlete, from a marathon runner to a powerlifter, and they will be familiar with the feeling. It’s not a particularly comfortable one. What at first is a manageable burn becomes worse and worse until they can no longer bear it. The runner’s pace slows to a mere shuffle; the powerlifter can’t manage to hoist the barbell up for one last rep. Try as they might, they simply run out of gas and their muscles cease to contract. Noakes, however, wasn’t convinced that fatigue occurred in the body or that muscles actually ran out of gas. He questioned why so many athletes, seemingly overwhelmed by fatigue, were suddenly able to speed up during the final stretch of a race when the end was in sight. If the muscles were truly dead, Noakes hypothesized, these finish-line spurts would be impossible. To prove his point, Noakes attached electrical sensors to athletes and then instructed them to lift weights with their legs until they simply couldn’t lift any longer. (In exercise science, this is called “inducing muscle failure.”) When the weights slammed down and each participant tapped out, reporting they could no longer contract their muscles, Noakes ran an electrical current through the sensor. Much to the surprise of everyone—especially to the participants whose legs were dead—their muscles contracted. Although the participants could not contract their muscles on their own, Noakes proved that their muscles actually had more to give. The participants felt drained, but empirically, their muscles were not. Noakes repeated similar versions of this experiment and observed the same result. Although participants reported being totally depleted and unable to contract their muscles after exercising to what they thought was failure, when electrical stimulation was applied, without fail, their muscles produced additional force. This led Noakes to conclude that contrary to popular belief, physical fatigue occurs not in the body, but in the brain. It’s not that our muscles wear out; rather, it is our brain that shuts them down when they still have a few more percentage points to give. Noakes speculates this is an innately programmed way of protecting ourselves. Physiologically, we could push our bodies to true failure (i.e., injury and organ failure), but the brain comes in and creates a perception of failure before we actually harm ourselves. The brain, Noakes remarked, is our “central governor” of fatigue. It’s our “ego” shutting us down when confronted by fear and threat. In other words, we are hardwired to retreat when the going gets tough. But like Boyle and Strecher demonstrated, it is possible to override the central governor.

Her tone is flippant, but there’s a tension in her smile that makes me wonder. After all, I hid my own problem being a casual joke about Shakespeare. And her mother controls her music career and contracts as her manager. It reminds me that we’re all fighting here, even as we smile and study and behave like good little girls. Like Juliet. We’re all fighting to control our own destinies. Even if it ends in tragedy.

And you slowly learn that there is no contract with the universe.

PayrHealth has been the leading outsource solution for managed care contracting since 1994. We have served providers of all shapes and sizes across the country over the last 25+ years. We are a complete managed care payor contracting services company – providing analytical, contracting, renegotiation, and credentialing support. At the core of our business, we help healthcare providers grow their revenue by obtaining new and more profitable contracts with payors. We become an extension of your team in our outreach to payors. We are an affordable and effective alternative to sourcing and hiring your own full-time employees.

We are promoting building a better business, increasing shareholder value, enhancing the business’s competitive position through securing a lower cost base, and ensuring we have a capable supplier portfolio. Further, through a skilled procurement team, we can strengthen the business through excellence in contract management discipline, supply chain assurance and align our supply base with the company’s strategic goals, be they technologically based or meet sustainability objectives. What’s not to get excited about that? The CEO’s door will always be open to hear these types of discussions.

Reduction of bureaucracy: Smart contracts and similar rights management solutions have the potential to reduce bureaucracy and the coordination costs of business transactions

What are you trying to buy? Asset type? Size? Price? To determine the answer to the first question, do the following: Start with your own net worth. Add in friends and family. The total team net worth is your starting point. Choose a market. Consider travel time and expense. You must be able to be in your market to look at deals at least once a month. Determine the viability of your market. Job growth? Population growth? Get deal flow from the market. Real estate agents Find all commercial realty companies in the city. Get on all their mailing lists. Analyze deals online from realtors in the area. Call the realtors about their listings. Direct to owners Get lists of owners. Create a system to reach owners directly. Mail Text Cold calling Analyze deals. Income approach Income – Expenses = Net operating income Net operating income – Debt service = Cash flow Check with lenders for current terms on debt. What is the CoC return? Cap rate? Debt ratio? Comparable data Check the analyzed cap rate against cap rates in the area for similar properties. Check comparable sale prices. Comps should be close in size and age to the subject property. Comps should have similar amenities. Comps should be within a few miles of the subject property. Exit Hold and operate. Refinance. Sell or flip. Consider upcoming market conditions. Debt Check with lenders or a mortgage broker to determine the availability of loans for this type of property. What are the terms and conditions? Is this the information you used to analyze the deal originally? Make the offer. Use an LOI to submit the offer in writing. The LOI will summarize the main deal points. If your offer is less than 15 percent of the asking price, speak with the realtor before you submit the offer. Once the offer is accepted, send the LOI to your attorney and have them draft the purchase agreement. Draft the purchase and sale agreement. Now that you have a fully executed contract, the clock starts. Earnest money goes into escrow. Do your due diligence. Financial inspection Physical inspection Lease audit Begin your loan application. The lender will complete three inspections. Appraisal Environmental inspection Physical engineer inspection of the buildings Do your closing. The lender will wire the loan proceeds to the closing escrow. Wire your down payment funds to the closing escrow. You own a new property! Engage property management for takeover of operations.

Dennis Fine digs deep into his skillset to bring the best leadership to the healthcare industry as he can. From physician practice management, strategic planning, major medical equipment contracting and procurement, to revenue cycle management, Dennis Fine excels at fixing broken processes and leading high-performing teams to successful outcomes.

In most states, a tenant without a rental contract is treated the same as a tenant on a month-to-month lease.

Jazz had stayed with her for three hours. Three, long luxurious hours where he'd pleasured her---to use an old-fashioned word---time after time. And what she'd paid for was good old-fashioned romancing. That had taken her by surprise. All of Jazz's attention had been entirely focused on her body, her desires. He'd managed to push buttons that she didn't even know she had. How many women could say that they got the same service from their husbands? He'd been the ultimate professional, the perfect gentleman. It was hard to see this arrangement as a fairly sleazy business contract. Jazz had seemed to enjoy himself too; either that or the man was a damn fine actor. She closed her eyes and a stream of sexy images washed over her. His attaché case had contained a range of potions, lotions and toys to set the scene for a very naughty evening. He'd drizzled chilled champagne all over her body and had lapped it up with his hot tongue. The thought of it made her shiver with delight.

Where to touch? The worst of the waxy spikes were stuck from waist to groin. She swiped at his hip, managed to knock off a few. She made a wider sweep on his outer thigh, and cleared a few more. Her hand over his zipper. Shook. Cade was still picking needles off his abdomen. He widened his stance. "Don't be shy." There was challenge in his tone. He was getting even with her. She'd forced him to replace the bulbs. His request for her to remove the prickles seemed a fair exchange. Her heart gave an unfamiliar flutter. Her stomach knotted. They presently stood between the tall box of headstones and a privacy hedge. They weren't visible from the road. She decided to pick off the needles individually instead of making a palm-wide sweep. There'd be less touching. In her hurry, her knuckles bumped his sex. He sucked air. Enlarged. The tab on the zipper slid down an inch. He made the adjustment. "Good enough." He pushed her hand away. She sighed her relief. He twisted, struggled with the prickles on his back, stretching to brush those between his shoulder blades. Frustrated by those he couldn't reach, he snagged the hem on his T-shirt and tugged it over his head. Shook it out. Grace's eyes rounded and her mouth went dry. Her had a magnificent chest. Broad and bare, his chest tempted her. Her fingers itched to touch him. Even for a second. This was so unlike her. The need to satisfy her curiosity outweighed the consequences. She went with the urge. She traced his flat stomach and six-pack abs. His jeans hung low. Sharp hip bones, man dents, and sexy lick lines. The man was sculpted. Cade clutched his shirt to his thigh. Stood still. She felt his gaze on her, but couldn't meet his eyes. Not after she flattened her hand over his abdomen, and his heat suffused her palm. His stomach contracted. Her fingers flexed. She scratched him. He groaned.

First they told me: “build a following and the industry will follow.” So I spent my entire 20s building a following on zero budget, getting by on donations. Then they told me: “You need a literary agent. But a literary agent wants to see you have a following and something big going on.” So I started my own small press and self published 5 books and spent day and night connecting with my people until I’d sold over 35,000 copies in 35 different countries and now they tell me: “no agent wants to work with a self published author.” Sometimes I feel like I was doomed from the very start, the very day I sat my food on that plane to London 12 years ago. Like the whole world keeps saying “you can fight all you want but we won’t let you in.” But I do have freedom and I do have my following and I have vulnerable souls writing to me on Friday nights, about loss and hope and how my books or music or words played a small part in something they went through and sometimes I think I would throw all that away just to have a literary agent and a management and the contracts and headlines… because I’m tired.. of always fighting uphill.. but then I get that message, on a Monday night, and I take my computer to a bar close to where I live in Berlin, high above the city, and I write like never before because I have my people and vulnerable souls to find and I have so many books in me and time is not endless, time is crucial, and lately I’ve felt it running out, some nights, so I’m writing another book that won’t be noticed by the agents but I have my people and that’s all I will care about from now on. My people and my freedom, with time running out. That’s what I will focus on.

Build your employment contracts like umbrellas. They should protect you on a rainy day.

I learned that the difference between living and dying is managing fear. Not being afraid of losing the things you love that you hold them too tight. I used to believe in universal contraction. Entropy and the end of all things. Well, I've changed my mind. I'm letting go. Because now I believe in expansion. I believe we endure. Don't you see? Everything lives.

The acquisition of McDonnell Douglas a year earlier had brought hordes of cutthroat managers, trained in the win-at-all-costs ways of defense contracting, into Boeing’s more professorial ranks in the misty Puget Sound. A federal mediator who refereed a strike by Boeing engineers two years later described the merger privately as “hunter killer assassins” meeting Boy Scouts.

Over the 14-year period the Post Office was prosecuting people, dozens of Subpostmasters have reported they were told by Post Office contract managers, investigators and helpline operators that they were the only ones having problems with Horizon.

Claudia A Barber, a distinguished legal practitioner based in Laurel, MD, and Washington, DC, brings over 35 years of expertise in real estate, government contracts, and administrative law. Leading a prominent law firm specializing in real estate transactions and government contracts, Claudia excels in management and community service, advocating for churches and their members. She was named 2024 Lawyer of Distinction. In 2024, she authored “How to Survive Protracted Civil Litigation When the Judicial System STOPPED Being Fair and Impartial.” This book quickly became the top seller in Justice on Amazon in July 2024

In the case a bricklayer working for a subcontractor on the Perth Stadium construction project suffered serious injuries when he single-handedly began to remove two overhead steel purlins that were in the way when he was building a wall. One of the discussions in the case was the extent to which the principal should have provided training to the subcontractor about workplace health and safety hazards associated with the work. In that context, the court observed: Pursuant to its contract, NeoWest had autonomy in how it was to complete the works and it was the appropriate body to provide the training and induction within its specialised area and to specify the methods to be used in performing the tasks required of its workers. It would not have been reasonably practicable, or indeed wise, for the first defendant to impinge on NeoWest's training and induction of its own employees as to the proper and safe method of completing the works within its scope of works and area of expertise and specialised knowledge, possibly to override or even contradict that training and induction. Each individual trade's expertise and specialist knowledge was the very reason why the first defendant engaged subcontractors to perform the various works in the first place, rather than complete them itself.60 This limited (although still very onerous) obligation is consistent with a social approach to managing wicked problems. As I argue later in the book, you cannot solve wicked problems – we cannot solve safety. All we can do is “tame” the problem of safety – do the best we can.

We’ve looked at over a dozen policies and processes that most companies have but that we don’t have at Netflix. These include: Vacation Policies Decision-Making Approvals Expense Policies Performance Improvement Plans Approval Processes Raise Pools Key Performance Indicators Management by Objective Travel Policies Decision Making by Committee Contract Sign-Offs Salary Bands Pay Grades Pay-Per-Performance Bonuses These are all ways of controlling people rather than inspiring them. It’s not easy to avoid chaos and anarchy as you remove these controls, but if you develop every employee’s sense of self-discipline and responsibility, help them develop enough knowledge to make good decisions, and develop a feedback culture to stimulate learning, you’ll be amazed at how effective your organization can be.

As this model of work gains ever more prominence, as fixed premises and traditional jobs are subsumed into the space of flows and flexible contracts, there is the prospect of this sort of remote-controlled labour spreading out from the entrepreneurial sphere to become the norm. The supposedly classless society of the future might well arrange itself around an elite of WiFi managers serviced by a mass of virtual assistants who are kept occupied well beyond their nominal work duties. This will be a society where self-marketing is just another administrative task, employment involves fitting multiple differently shaped assignments into every available gap, and there is no real beginning or end to the working day; a world in which we are all either willing or reluctant jugglers.

Who are you? Go back with the others until you are judged.” He met Hest’s stare eye to eye. Hest responded with wide-eyed shock. “But… but I’m Hest Finbok! I’ve come all this way to find my wife, Alise! I hired passage on the newest and swiftest ships I could find to come in search of her. When treachery by the captain let it fall to Chalcedean pirates, I thought all was lost. But here I am! Sweet Sa, your miracles never cease! I am here, and alive, and so is my darling wife! Alise, don’t you know me? Has your mind been turned by this harsh place? I am here now, and you need no other protector than your loving husband.” His words, she thought, danced all through the truth, never touching it. Reyn, startled, stayed as he was as Hest stepped around him. “No.” It was the only word she could manage. Her throat was dry, her heart pounding. She could not find breath to say more than that, but she clung to Leftrin’s arm as if it were her only lifeline in a wild sea storm. And he did not let go of her. He stood firm at her side. Leftrin spoke in a low growl. “The lady says no.” “Take your hands off my wife!” Hest ignored Reyn’s challenge of him as he stepped around the Elderling to glare menacingly at Leftrin. “She is obviously not right in her mind! Look how she stares! She does not recognize me, poor thing! And you, you scoundrel, have taken advantage of her! Oh, my Alise, my darling, what has he done to you? How can you not recognize your own loving husband?” She felt a low rumbling from Leftrin as if he snarled like a beast. His arm in her clutch had become hard as iron. He would protect her, he would save her. All she had to do was let him. “No,” she said again, this time to Leftrin. She squeezed his arm reassuringly and then stepped out of his shelter. She stood free of him, and the wind off the river blew past her. Her unbound hair lifted in wild red snakes, and she knew a moment of dismay as she wondered how ridiculous she looked, her skin weathered, her woman’s body garbed in the bright colors of an Elderling as if she did not know her age or place in the world. Her place in the world. She squared her shoulders. As she walked forward, Reyn stepped toward her as if to offer his arm and support. She waved him off without meeting his eyes. She advanced on Hest, hoping to see some flicker of doubt in his eyes. Instead his smile only widened as if he were truly welcoming her. He actually believed that she would resume that role, would pretend to be his loving, dutiful wife. That thought touched fire in her soul. She halted before him and looked up at him. “Oh, my dear! How harshly the world has treated you!” he exclaimed. He tried to put his arms around her. She set both hands to his chest and pushed him firmly away. As he staggered backward, it pleased her that he had not expected her to be so strong. “You are not my husband,” she said in a low voice. He teetered a moment, then caught his balance. He tried to recover his aplomb. But she had seen the sparks of anger flare in his dark eyes. He tipped his head, solicitous, his voice striken. “My dear, you are so confused!” he began. She lifted her voice, pitched it for all to hear. “I am NOT confused. You are NOT my husband. You broke the terms of our marriage contract, rendering it void. From the earliest days of our marriage, you were unfaithful to me. You entered into the contract with no intent of keeping yourself to me. You have deceived me and made me an object of mockery. You are not my husband, and by the terms of our marriage contract, all that is mine comes back to me. You are not my husband, and I am not your wife. You are nothing to me.

Tell me more about how you know Matteo.” “As you may know, his family runs the waste management industry in the city. The large number of trucks they run requires a substantial amount of auto parts and tires throughout the year, which he acquires through a contract with my boss’s company.

Elm looked away. “Your son,” he managed, bile in the back of this throat. “It’s worse than I thought. The damage to his body.” “My son.” The King’s green, bleary gaze found Elm’s face. “Even on his deathbed, you will not call him a brother?” “He never played the part well enough.” The King shook his head. Pressed the heel of his palm into his eye. “Your rancor is a mark upon you, Renelm. Wash it off.” “If there are marks upon me, it is because your son put them there.” He turned to leave, but the King’s voice held him back. “Have you chosen a wife?” Elm went still. “There is a contract.” “With whom?” “You’ll learn soon enough.

In the end, it is your responsibility to read the small print, whether it is for gig contracts, record contracts, investors, management, booking agents, or anything else. You can blame everyone else for your mistakes, but when you make them, you end up being the one who has to pay.

When testifying before a senate committee investigating his behavior, he said, “I got that patronage from the sheriff, the county clerk, the county treasurer, all the clerks of the different courts, the State administration … It rarely happened … that any appointments of any kind, big or little, were made in the section of the city in which I lived without my recommendation.” Lorimer also owned a number of businesses that did contracting for the city, and through a process of what he suggested was “honest graft” managed to accumulate considerable wealth. His machine, like those in other cities, catered to the interests of the huge number of immigrants and working-class voters who were flocking into the city to work in its new industries.

Companies kept stricter control of their labour costs, increasingly contracting out production in industrial businesses and re-engineering middle-management. Computerisation and improved communications then sped the process up, making it easier for companies to export jobs abroad, to reshape them so that they could be done by less skilled contract workers, or to eliminate them entirely. This has all resulted in a more rootless and flexible labour force.

All we believe is the roads, the bridges, the railways, the electricity they build only on televisions. I always ask my self these questions: 1. Where are the roads? ✏The Abuja - Lokoja road was awarded by Obasanjo's administration. He spent 8 years in the office. Then Yaradua and Goodluck spent another 4 years. Now if Goodluck is elected, he will be spending another 8 years. This will amount to 20 years and 180 km road is yet to be completed. ✏Enugu - Onitsha road was also awarded by the Obasanjo administration and till date, a journey that is supposed to take 45 minutes can take you 8 hours if it rains. ✏Enugu- PH road is on the same series. ✏What about Uyo - Calabar route? Just to mention a few. 2. Where is the power? They sold all the NEPA to their friends. We pay for the light that was not supplied. 3. Our education and health system go bad everyday. Lecturers and Health workers spent more time at home than in the schools and hospitals as a result of incessant strikes. 4. The government failed to provide us with security. People are being killed everyday and yet government comes out to tell us they are in control. 5. Why are we pretending that all is well? It is only in Nigeria where monies develop wings and fly. $20 billion oil money disappeared and they said it was $10 billion. Forensic investigators were hired and that was the end of the story. N20 billion pension fund stolen and nothing came out of it. $9.3 million seized in South Africa and government claimed it was meant for ammunition purchase. The immigration scandal has also been swept under the carpet because the senate could not proceed with their investigation. The man behind the contract is sitting among the high seats in the senate. Innocent people were defrauded and they at the same time lost their lives yet, we have a transparent governance. 6. Why are we praising government as if they are doing whatever with their personal money. How many people in their various communities have they provided scholarship with their personal money before they got elected? The reason they got elected is to manage our resources and not to loot us dry. One thing I know is that we will not have any meaningful development except if we make a CHANGE.