Crisis Management Quotes

I finally figured out that not every crisis can be managed. As much as we want to keep ourselves safe, we can't protect ourselves from everything. If we want to embrace life, we also have to embrace chaos.

In every crisis, doubt or confusion, take the higher path - the path of compassion, courage, understanding and love.

The core problem isn’t the fact that we’re lukewarm, halfhearted, or stagnant Christians. The crux of it all is why we are this way, and it is because we have an inaccurate view of God. We see Him as a benevolent Being who is satisfied when people manage to fit Him into their lives in some small way. We forget that God never had an identity crisis. He knows that He’s great and deserves to be the center of our lives.

In this present crisis, government is not the solution to our problem; government is the problem. From time to time we've been tempted to believe that society has become too complex to be managed by self-rule, that government by an elite group is superior to government for, by, and of the people. Well, if no one among us is capable of governing himself, then who among us has the capacity to govern someone else? All of us together, in and out of government, must bear the burden. The solutions we seek must be equitable, with no one group singled out to pay a higher price.

A Visionaire always takes a step back during a crisis to get out of their own way.

Being constantly the hub of a network of potential interruptions provides the excitement and importance of crisis management. As well as the false sense of efficiency in multitasking, there is the false sense of urgency in multi-interrupt processing.

I have no idea whether parents can be of help, and I do not blame mine. It was my own affair to come to terms with myself and to find my own way, and like most well-brought-up children, I managed it badly. Everyone goes through this crisis. For the average person this is the point when the demands of his own life come into the sharpest conflict with his environment, when the way forward has to be sought with the bitterest means at his command. Many people experience the dying and rebirth - which is our fate - only this once during their entire life. Their childhood becomes hollow and gradually collapses, everything they love abandons them and they suddenly feel surrounded by the loneliness and mortal cold of the universe. Very many are caught forever in this impasse, and for the rest of their lives cling painfully to an irrevocable past, the dream of the lost paradise - which is the worst and most ruthless of dreams.

I will be living with chronic pain for the rest of my life. I don’t have the mobility, energy or life options I used to have. I work hard to manage the pain, and I want the medical system to be a respectful and effective partner, not a jailer. The opioid crisis is not my doing.

If your business doesn't have money set aside in a business savings account, then your business is extremely vulnerable to crisis. Your business has gotta put money aside as a safety precaution.

The art of crisis management is to raise the stakes to where the adversary will not follow, but in a manner that avoids a tit for tat.

Today's Arab crisis is not one of money, men, morale, land or resources ... The real crisis is rather one of leadership, management and perennial egotism.

In a bravura demonstration of stonewalling, righteousness, and hurt sincerity, Steve Jobs successfully took to the stage the other day to deny the problem, dismiss the criticism, and spread the blame among other smartphone makers,” Michael Wolff of newser.com wrote. “This is a level of modern marketing, corporate spin, and crisis management about which you can only ask with stupefied incredulity and awe: How do they get away with it? Or, more accurately, how does he get away with it?” Wolff attributed it to Jobs’s mesmerizing effect as “the last charismatic individual.” Other CEOs would be offering abject apologies and swallowing massive recalls, but Jobs didn’t have to. “The grim, skeletal appearance, the absolutism, the ecclesiastical bearing, the sense of his relationship with the sacred, really works, and, in this instance, allows him the privilege of magisterially deciding what is meaningful and what is trivial.

She went into crisis management mode, much like the adult she has been forced to be for most of her life, continuing to hide and protect her mother, because in Mary’s mind she is the mother, and her mother is the child. And a mother always protects her child.

My robust lexicon notwithstanding, I struggle to find the right words to describe just how much I despise, hate, abhor, revile, detest and categorically abominate anything to do with home maintenance. While cooking strikes me as an essentially creative act, cleaning seems little more than an exercise in decay management, enough to trigger an existential crisis each time the ring around the toilet bowl reappears.

Each of us should have a financial identity. One that is distinct and separate from our spouse's or parents'. If you find yourself always wondering what your friends or parents think about the way you spend or invest, then its an indication that you haven't fully figured out your financial identity.

There are three stages of a crisis in regards to running a business, unfortunately many leaders do nothing in stage one, and find themselves reacting in stage two when the crisis hits.

In business and in all of life, a major part of effective crisis management is acknowledging the existence of the bad things that are happening. Once you have that acceptance, you can begin to strategize step by step how to manage the crisis and emerge from the crisis into a more favorable reality. But if you pretend like the bad things aren't happening, they magnify the crisis.

I know of no case study in history that describes an organization that has been managed out of a crisis. Every single one of them was led.

Jason shot to his feet, nostrils flaring. Ben stopped dead. The cafeteria went still. Everyone watched the boys square off. "Im not a violent person, Blue." Jason bit off the words. "But Ive had enough of your mouth. Ill kick your ass right here." Ben's jaw tightened. "You think so, rich boy?" "You heard me." A vein was bulging in Jason's neck. Ben's breathing quickened. The tiniest spark of gold flickered in his irises. My stomach backflipped. Oh my God! He's going to flare! "Get him out of here!" I hissed at Shelton and Hi. "Hurry!" Recognizing the danger, Hi jumped to his feet, planted both hands on Ben's chest and pushed him towards the door, whispering, "Use your head, use your head, use your head!" Ben tried to hold his ground, but Shelton joined the effort. "Get it together! People are watching. Dont lose control!" Slowly, the duo managed to back Ben away, but his glare never strayed from Jason. At the exit, Ben shrugged free, and stalked down the hall alone. I took my first breath since Jason stood. Crisis averted, but only barely.

Address the solvable first, instructs the father by way of teaching his son crisis management. That way, he counsels, there is less distraction to tackle more daunting issues.

The alternative to systematic planning is decision-making based on history. This generally results in reactive management leading to crisis management, conflict management, and fire fighting.

To manage, one must lead. To lead, one must understand the work that he and his people are responsible for.

The key to overcome crisis is patience, courage, self-discipline, adaptation and alertness.

Short-term profits are not reliable indicator of performance of management. Anybody can pay dividends by deferring maintenance, cutting out research, or acquiring another company.

God isn’t what they say,” she said. She said you could believe in Gilead or you could believe in God, but not both. That was how she had managed her own crisis. I said that I wasn’t sure I would be able to choose. Secretly I feared that I would be unable to believe in either. Still, I wanted to believe; indeed I longed to; and, in the end, how much of belief comes from longing?

The statistics tell you that kids like me face a grim future—that if they’re lucky, they’ll manage to avoid welfare; and if they’re unlucky, they’ll die of a heroin overdose, as happened to dozens in my small hometown just last year. I

What do you want?' Maura asked. 'Not out of college. Out of life.' Blue swallowed the truth once, because she was ready to move from crisis to crying to solutions and stability. Then she said the truth slowly and carefully, so that it would be manageable. 'What I always wanted. To see the world. To make it better.

Think of the corporate manager who gets two hundred emails per day and spends his time responding pell-mell to an incoherent press of demands. The way we experience this, often, is as a crisis of self-ownership: our attention isn’t simply ours to direct where we will, and we complain about it bitterly. Yet this same person may find himself checking his email frequently once he gets home or while on vacation. It becomes effortful for him to be fully present while giving his children a bath or taking a meal with his spouse. Our changing technological environment generates a need for ever more stimulation. The content of the stimulation almost becomes irrelevant. Our distractibility seems to indicate that we are agnostic on the question of what is worth paying attention to—that is, what to value.

Every crisis demands self-discipline, patience, early adaptation and adjustment to the changing situation.

The statistics tell you that kids like me face a grim future—that if they’re lucky, they’ll manage to avoid welfare; and if they’re unlucky, they’ll die of a heroin

Just remember that crisis leads to opportunity.

From Shore To Shore Our Message of Love & Peace To ALL OUR Kids

The most important figures needed for management of any organization are unknown and unknowable.

We call on the international community to share equitably the responsibility for protecting, assisting and hosting refugees in accordance with principles of international solidarity and human rights.

And LO and BEHOLD, I was on BOTH the six AND eleven o’clock newscasts! AND all the commercials, as well! (‘Day of the drag queen at one area high school, controversy at six!’) And it must have been a slow night because I was the SECOND PIECE of the night! The granny suicide bomber got the lead. BITCH! But I managed to beat out the president’s pulled groin and day six of the Jessica Simpson chapped-lip crisis!

I feel as if I have been piling things into my arms for the last twenty years, holding it all, managing it all, doing it all, being it all and suddenly I am looking at the pile, realizing how much of it doesn’t belong to me, and hungering to let it drop, to lay it all down, to walk away. I have learned that when people see you carrying a lot and not dropping anything, that they often think, “I guess she can hold this for me.” When they see you saying yes, they decide to also ask you for things. When they see you doing something, they think, “She can do something for me too.” And, eventually, the load becomes unbearable and you are driven into the ground by a weight that you have opened your arms to accept.

The choice is not between the current crisis and blissful isolation. The choice is between the current crisis and an orderly, managed system of mass migration. You can have one or the other. There is no easy middle ground

Whether plagues are managed quickly doesn't just depend on hardworking doctors and scientists. It depends on people who like to sleep in on weekends and watch movies and eat French fries and do the fantastic common things in life, which is to say, it depends on all of us. Whether a civilization fares well during a crisis has a great deal to do with how the ordinary, nonscientist citizen responds. A lot of the measures taken against plagues discussed in this book will seem stunningly obvious. You should not, for instance, decide diseased people are sinners and burn them at a literal or metaphorical stake, because it is both morally monstrous and entirely ineffective. But them a new plague crops up, and we make precisely the same mistakes we should have learned from three hundred years ago.

Ultimately, the purpose of a certification is to establish a particular level of proficiency in a discipline. Unfortunately, “social media” in and of itself, is not a discipline. Digital crisis management, on the other hand, is. So are digital customer service and online community management. This means that a certification program that focuses on social media without addressing each specific business function adapted to social media won’t end up certifying anyone in much of anything.

Learn the value of introducing proposals over time using masterful technique.... Deliver the message when the listener isn’t rushed or in an emotionally charged state.... Don’t unnerve your boss by dropping a crisis in their lap last-minute when you’ve had some warning yourself.

scale. The American institutions built to manage risk and respond to a virus had been engaged in a weird simulation of crisis response that did not involve actually trying to stop the virus. “The greatest trick the CDC ever pulled was convincing the world containment wasn’t possible,

Come, Paul!" she reiterated, her eye grazing me with its hard ray like a steel stylet. She pushed against her kinsman. I thought he receded; I thought he would go. Pierced deeper than I could endure, made now to feel what defied suppression, I cried - "My heart will break!" What I felt seemed literal heart-break; but the seal of another fountain yielded under the strain: one breath from M. Paul, the whisper, "Trust me!" lifted a load, opened an outlet. With many a deep sob, with thrilling, with icy shiver, with strong trembling, and yet with relief - I wept. "Leave her to me; it is a crisis: I will give her a cordial, and it will pass," said the calm Madame Beck. To be left to her and her cordial seemed to me something like being left to the poisoner and her bowl. When M. Paul answered deeply, harshly, and briefly - "Laissez-moi!" in the grim sound I felt a music strange, strong, but life-giving. "Laissez-moi!" he repeated, his nostrils opening, and his facial muscles all quivering as he spoke. "But this will never do," said Madame, with sternness. More sternly rejoined her kinsman - "Sortez d'ici!" "I will send for Père Silas: on the spot I will send for him," she threatened pertinaciously. "Femme!" cried the Professor, not now in his deep tones, but in his highest and most excited key, "Femme! sortez à l'instant!" He was roused, and I loved him in his wrath with a passion beyond what I had yet felt. "What you do is wrong," pursued Madame; "it is an act characteristic of men of your unreliable, imaginative temperament; a step impulsive, injudicious, inconsistent - a proceeding vexatious, and not estimable in the view of persons of steadier and more resolute character." "You know not what I have of steady and resolute in me," said he, "but you shall see; the event shall teach you. Modeste," he continued less fiercely, "be gentle, be pitying, be a woman; look at this poor face, and relent. You know I am your friend, and the friend of your friends; in spite of your taunts, you well and deeply know I may be trusted. Of sacrificing myself I made no difficulty but my heart is pained by what I see; it must have and give solace. Leave me!" This time, in the "leave me" there was an intonation so bitter and so imperative, I wondered that even Madame Beck herself could for one moment delay obedience; but she stood firm; she gazed upon him dauntless; she met his eye, forbidding and fixed as stone. She was opening her lips to retort; I saw over all M. Paul's face a quick rising light and fire; I can hardly tell how he managed the movement; it did not seem violent; it kept the form of courtesy; he gave his hand; it scarce touched her I thought; she ran, she whirled from the room; she was gone, and the door shut, in one second. The flash of passion was all over very soon. He smiled as he told me to wipe my eyes; he waited quietly till I was calm, dropping from time to time a stilling, solacing word. Ere long I sat beside him once more myself - re-assured, not desperate, nor yet desolate; not friendless, not hopeless, not sick of life, and seeking death. "It made you very sad then to lose your friend?" said he. "It kills me to be forgotten, Monsieur," I said.

Everything assumes a different intensity when you are feeling the pain of loss. Be prepared. A minor annoyance that you might once have managed with a shrug now becomes a nuclear crisis! You are no doubt going to do things perfectly imperfectly. That is part of our path as humans. Forget about striving for perfection while dealing with grief! If you beat yourself up every time you forget something, have a breakdown, or don't do something correctly then you're going to end up very black and blue. I guarantee you won't want to look in the mirror! So be kinder and more patient with yourself.

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

The story of humanity is essentially the story of human movement. In the near future , people will move even more, particularly if, as some predict, climate change sparks mass migration on an unprecedented scale. The sooner we recognize the inevitability of this movement, the sooner we can try to manage it.

In foreign policy, managing a situation in a manner that fails to address core or what are sometimes described as final status issues can be preferable to attempting to bring about a solution sure to be unacceptable to one or more of the parties and that could as a result provoke a dangerous response. Economics,

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.

Meanwhile, peer-to-peer blockchain networks and cryptocurrencies such as Bitcoin might completely revamp the monetary system, making radical tax reforms inevitable. For example, it might become impossible or irrelevant to calculate and tax incomes in dollars, because most transactions will not involve a clear-cut exchange of national currency, or any currency at all. Governments might therefore need to invent entirely new taxes—perhaps a tax on information (which will be both the most important asset in the economy and the only thing exchanged in numerous transactions). Will the political system manage to deal with the crisis before it runs out of money?

Here's the truth, simply stated...bookstores are suffering from a serious crisis of falling sales. Don't believe a single zero of all those editions claimed to be 100,000! 40,000!...even 400 copies! just for the suckers! Alack!...Alas!...only love and romance...and even then!...manage to keep selling...and a few murder mysteries...

write these pages, Japan and the U.S. are still practicing widespread selective denial of major problems. Japan currently acknowledges some problems (its large government debt and aging population), and incompletely acknowledges the issue of Japanese women’s role. But Japan still denies other problems: its lack of accepted alternatives to immigration for solving its demographic difficulties; the historical causes of Japan’s tense relations with China and Korea; and denial that Japan’s traditional policy of seeking to grab overseas natural resources rather than to help manage them sustainably is now outdated. The U.S., as I write, is still in widespread denial of our own major problems: political polarization, low voter turnout, obstacles to voter registration, inequality, limited socio-economic mobility, and decreasing government investment in public goods.

He who smiles in a crisis; has finally found someone to blame.

Reputation is an outcome; but it is also a valuable, strategic asset.

For individuals and organizations alike, a reputation is far easier to destroy than it is to build.

Negotiation is useful not only in a crisis situation, but also in management. Good negotiators work from people’s interests, not their positions.

as neoliberalism has entered its current crisis, the urge to reinvent feminist radicalism may be reviving. In an Act Three that is still unfolding, we could see a reinvigorated feminism join other emancipatory forces aiming to subject runaway markets to democratic control. In that case, the movement would retrieve its insurrectionary spirit, while deepening its signature insights: its structural critique of capitalism’s androcentrism, its systemic analysis of male domination, and its gender-sensitive revisions of democracy and justice.

Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the programmers who design so well that they don’t have dramatic errors, and managers whose organizations stay out of crisis mode? Organizing

As recently as the early 1970s, a Republican president - Richard Nixon - was willing to impose wage and price controls to rescue the U.S. economy from crisis, popularizing the notion that “We are all Keynesians now.” But by the 1980s, the battle of ideas waged out of the same Washington think tanks that now deny climate change had successfully managed to equate the very idea of industrial planning with Stalin’s five-year plans. Real capitalists don’t plan, these ideological warriors insisted - they unleash the power of the profit motive and let the market, in its infinite wisdom, create the best possible society for all.

I just came from Bunker Hill,’ I told Sam. ‘Hel offered me a reunion with my mother.’ I managed to tell her the story. Samirah reached out as if to touch my arm, then apparently changed her mind. ‘I’m so sorry, Magnus. But Hel lies. You can’t trust her. She’s just like my father, only colder. You made the right choice.’ ‘Yeah … still. You ever do the right thing, and you know it’s the right thing, but it leaves you feeling horrible?’ ‘You’ve just described most days of my life.’ Sam pulled up her hood. ‘When I became a Valkyrie … I’m still not sure why I fought that frost giant. The kids at Malcolm X were terrible to me. The usual garbage: they asked me if I was a terrorist. They yanked off my hijab. They slipped disgusting notes and pictures into my locker. When that giant attacked … I could’ve pretended to be just another mortal and got myself to safety. But I didn’t even think about running away. Why did I risk my life for those kids?’ I smiled. ‘What?’ she demanded. ‘Somebody once told me that a hero’s bravery has to be unplanned – a genuine response to a crisis. It has to come from the heart, without any thought of reward.’ Sam huffed. ‘That somebody sounds pretty smug.’ ‘Maybe you didn’t need to come here,’ I decided. ‘Maybe I did. To understand why we’re a good team.

Especially when the leaders in your supposed community make it clear that that is exactly how they feel about you when it comes down to the crunch. But no, ignore that. It is in this moment that we must show the true strength of will within us. A few years ago, in the middle of the financial crisis, the artist and musician Henry Rollins managed to express this deeply human obligation better than millennia of religious doctrine ever have:

In post-modern culture there is a deep hunger to belong. An increasing majority of people feel isolated and marginalised. Experience is haunted by fragmentation. Many of the traditional shelters are in ruins. Society is losing the art of fostering community. Consumerism is now propelling life towards the lonely isolation of individualism. Technology pretends to unite us, yet more often than not all it delivers are simulated images. The “global village” has no roads or neighbours; it is a faceless limbo from which all individuality has been abstracted. Politics seems devoid of the imagination that calls forth vision and ideals; it is becoming ever more synonymous with the functionalism of economic pragmatism. Many of the keepers of the great religious traditions now seem to be frightened functionaries; in a more uniform culture, their management skills would be efficient and successful. In a pluralistic and deeply fragmented culture, they seem unable to converse with the complexities and hungers of our longing. From this perspective, it seems that we are in the midst of a huge crisis of belonging. When the outer cultural shelters are in ruins, we need to explore and reawaken the depths of belonging in the human mind and soul; perhaps, the recognition of the depth of our hunger to belong may gradually assist us in awakening new and unexpected possibilities of community and friendship.

A recurrent crisis should always have been foreseen. It can therefore either be prevented or reduced to a routine which clerks can manage. The definition of a “routine” is that it makes unskilled people without judgment capable of doing what it took near-genius to do before; for a routine puts down in systematic, step-by-step form what a very able man learned in surmounting yesterday’s crisis. The recurrent crisis is not confined to the lower levels of an organization. It afflicts everyone.

Paternalism is also visible in programs within welfare and criminal punishment systems that force criminalized people and people seeking welfare benefits to take parenting classes, budgeting classes, and anger management seminars. The idea that those giving aid need to “fix” people who are in need is based on the notion that people’s poverty and marginalization is not a systemic problem but is caused by their own personal shortcomings. This also implies that those who provide aid are superior.

Reflection, Resilience and Resourcefulness are three dormant strengths that are inherent in all of us. There's a beautiful interplay between these three qualities. Each one complements the other.They are key to not just surviving a crisis, they help you thrive in one.

Frosh (2002) has suggested that therapeutic spaces provide children and adults with the rare opportunity to articulate experiences that are otherwise excluded from the dominant symbolic order. However, since the 1990s, post-modern and post-structural theory has often been deployed in ways that attempt to ‘manage’ from; afar the perturbing disclosures of abuse and trauma that arise in therapeutic spaces (Frosh 2002). Nowhere is this clearer than in relation to organised abuse, where the testimony of girls and women has been deconstructed as symptoms of cultural hysteria (Showalter 1997) and the colonisation of women’s minds by therapeutic discourse (Hacking 1995). However, behind words and discourse, ‘a real world and real lives do exist, howsoever we interpret, construct and recycle accounts of these by a variety of symbolic means’ (Stanley 1993: 214). Summit (1994: 5) once described organised abuse as a ‘subject of smoke and mirrors’, observing the ways in which it has persistently defied conceptualisation or explanation. Explanations for serious or sadistic child sex offending have typically rested on psychiatric concepts of ‘paedophilia’ or particular psychological categories that have limited utility for the study of the cultures of sexual abuse that emerge in the families or institutions in which organised abuse takes pace. For those clinicians and researchers who take organised abuse seriously, their reliance upon individualistic rather than sociological explanations for child sexual abuse has left them unable to explain the emergence of coordinated, and often sadistic, multi—perpetrator sexual abuse in a range of contexts around the world.

Beyond the speculative and often fraudulent froth that characterizes much of neoliberal financial manipulation, there lies a deeper process that entails the springing of ‘the debt trap’ as a primary means of accumulation by dispossession. Crisis creation, management, and manipulation on the world stage has evolved into the fine art of deliberative redistribution of wealth from poor countries to the rich. I documented the impact of Volcker’s interest rate increase on Mexico earlier. While proclaiming its role as a noble leader organizing ‘bail-outs’ to keep global capital accumulation on track, the US paved the way to pillage the Mexican economy. This was what the US Treasury–Wall Street–IMF complex became expert at doing everywhere. Greenspan at the Federal Reserve deployed the same Volcker tactic several times in the 1990s. Debt crises in individual countries, uncommon during the 1960s, became very frequent during the 1980s and 1990s. Hardly any developing country remained untouched, and in some cases, as in Latin America, such crises became endemic. These debt crises were orchestrated, managed, and controlled both to rationalize the system and to redistribute assets. Since 1980, it has been calculated, ‘over fifty Marshall Plans (over $4.6 trillion) have been sent by the peoples at the Periphery to their creditors in the Center’. ‘What a peculiar world’, sighs Stiglitz, ‘in which the poor countries are in effect subsidizing the richest.

In the workplace, Japanese women have low participation and low pay. Participation declines steeply with increasing level of responsibility. Whereas women account for 49% of Japanese university students and 45% of entry-level job holders, they account for only 14% of university faculty positions (versus 33%–44% in the U.S., United Kingdom, Germany, and France), 11% of middle-level to senior management positions, 2% of positions on boards of directors, 1% of business executive committee members, and less than 1% of CEOs. At those higher levels Japan lags behind all major industrial countries except (again) South Korea.

Don't imagine you are in a worse place than you actually are. Things could have been far worse. So, seize the day, count your blessings and move on. You can survive a crisis only by dealing it with one day at a time. Don't add up all your problems in your mind and think you are finished. Compartmentalize your problems; put them in different buckets and project-manage them separately. This is how you live through uncertain times – making decisions when there are few or no options to choose from. You never see it this way when you are going through a crisis. But, unfailingly, every crisis leaves you stronger, wiser – and happy!

Folklore has it in America that quality and production are incompatible; that you can not have both. A plant manager will usually tell you that it is either or. In his experience, if he pushes quality, he falls behind in production. If he pushes production, his quality suffers. This will be his experience when he knows not what quality is nor how to achieve it. A clear, concise answer came forth in a meeting with 22 production workers, all union representatives, in response to my question, "Why is it that productivity increase as quality improves?" Less rework. There is no better answer. Another version often comes forth: Not so much waste.

So severe is the crisis that in 2011 Governor Rick Snyder persuaded the state legislature to grant him broad and unprecedented powers to take control of fiscally unstable local governments and to abrogate union agreements, a highly controversial maneuver that smacks of malevolent paternalism more than sound public management.

Whereas the Universal Breadwinner model penalizes women for not being like men, the Caregiver Parity model relegates them to an inferior “mommy track.” I conclude, accordingly, that feminists should develop a third model—“Universal Caregiver”—which would induce men to become more like women are now: people who combine employment with responsibilities for primary caregiving. Treating women’s current life patterns as the norm, this model would aim to overcome the separation of breadwinning and carework. Avoiding both the workerism of Universal Breadwinner and the domestic privatism of Caregiver Parity, it aims to provide gender justice and security for all.

Cixi’s lack of formal education was more than made up for by her intuitive intelligence, which she liked to use from her earliest years. In 1843, when she was seven, the empire had just finished its first war with the West, the Opium War, which had been started by Britain in reaction to Beijing clamping down on the illegal opium trade conducted by British merchants. China was defeated and had to pay a hefty indemnity. Desperate for funds, Emperor Daoguang (father of Cixi’s future husband) held back the traditional presents for his sons’ brides – gold necklaces with corals and pearls – and vetoed elaborate banquets for their weddings. New Year and birthday celebrations were scaled down, even cancelled, and minor royal concubines had to subsidise their reduced allowances by selling their embroidery on the market through eunuchs. The emperor himself even went on surprise raids of his concubines’ wardrobes, to check whether they were hiding extravagant clothes against his orders. As part of a determined drive to stamp out theft by officials, an investigation was conducted of the state coffer, which revealed that more “than nine million taels of silver had gone missing. Furious, the emperor ordered all the senior keepers and inspectors of the silver reserve for the previous forty-four years to pay fines to make up the loss – whether or not they were guilty. Cixi’s great-grandfather had served as one of the keepers and his share of the fine amounted to 43,200 taels – a colossal sum, next to which his official salary had been a pittance. As he had died a long time ago, his son, Cixi’s grandfather, was obliged to pay half the sum, even though he worked in the Ministry of Punishments and had nothing to do with the state coffer. After three years of futile struggle to raise money, he only managed to hand over 1,800 taels, and an edict signed by the emperor confined him to prison, only to be released if and when his son, Cixi’s father, delivered the balance. The life of the family was turned upside down. Cixi, then eleven years old, had to take in sewing jobs to earn extra money – which she would remember all her life and would later talk about to her ladies-in-waiting in the court. “As she was the eldest of two daughters and three sons, her father discussed the matter with her, and she rose to the occasion. Her ideas were carefully considered and practical: what possessions to sell, what valuables to pawn, whom to turn to for loans and how to approach them. Finally, the family raised 60 per cent of the sum, enough to get her grandfather out of prison. The young Cixi’s contribution to solving the crisis became a family legend, and her father paid her the ultimate compliment: ‘This daughter of mine is really more like a son!’ Treated like a son, Cixi was able to talk to her father about things that were normally closed areas for women. Inevitably their conversations touched on official business and state affairs, which helped form Cixi’s lifelong interest. Being consulted and having her views acted on, she acquired self-confidence and never accepted the com“common assumption that women’s brains were inferior to men’s. The crisis also helped shape her future method of rule. Having tasted the bitterness of arbitrary punishment, she would make an effort to be fair to her officials.

Something nudged Mollie’s shoulder. With the nudge came a reminder of the pain. She tried to snuggle back down into the darkness that had cushioned her from the agony in her head, but then someone called her name. Someone she knew. Jacob. He sounded far away. Surely he wouldn’t mind if she just slipped back into the warm darkness for a little while. “Mollie Tate. Don’t you dare leave me.” Goodness, he sounded demanding. And worried. And perhaps just a tad panicked. Mollie frowned at that. Or she would have if she could’ve remembered how. The darkness made everything fuzzy. But one thing she did remember—Jacob never panicked. She’d never met a man so calm in a crisis. So what had him rattled? Hands roamed over her arms and legs. They prodded and probed and seemed to jab every sore spot on her body. She wanted to scream at them to stop, but she only managed a pitiful little whining sound that barely even vibrated her throat. The hands must have heard it, though, for they stilled. “Mollie? Can you hear me?” Jacob. Heavens, how she loved that man. She’d gladly be his nurse for the rest of her days just to be close to him.

Over the last few years, banks and governments have been frenziedly printing money. Everybody is terrified that the current economic crisis may stop the growth of the economy. So they are creating trillions of dollars, euros and yen out of thin air, pumping cheap credit into the system, and hoping that the scientists, technicians and engineers will manage to come up with something really big,

The management of the New York fiscal crisis pioneered the way for neoliberal practices both domestically under Reagan and internationally through the IMF in the 1980s. It established the principle that in the event of a conflict between the integrity of financial institutions and bondholders’ returns, on the one hand, and the well-being of the citizens on the other, the former was to be privileged.

Over the last few years, banks and governments have been frenziedly printing money. Everybody is terrified that the current economic crisis may stop the growth of the economy. So they are creating trillions of dollars, euros and yen out of thin air, pumping cheap credit into the system, and hoping that the scientists, technicians and engineers will manage to come up with something really big, before the bubble bursts. Everything

Over the last few years, banks and governments have been frenziedly printing money. Everybody is terrified that the current economic crisis may stop the growth of the economy. So they are creating trillions of dollars, euros and yen out of thin air, pumping cheap credit into the system, and hoping that the scientists, technicians and engineers will manage to come up with something really big, before the bubble bursts. Everything depends on the people in the labs.

One way to exert power in restraint of democracy is to bend the state to a market logic, pretending one can replace “citizens” with “customers” (see point 5). Consequently, the neoliberals seek to restructure the state with numerous audit devices (under the sign of “accountability” or the “audit society”) or impose rationalization through introduction of the “new public management”; or, better yet, convert state services to private provision on a contractual basis.

For American Catholics, a millennium that John Paul II had hailed as a “new springtime” for Christianity began instead with a wave of revelations about priestly sex abuse. There had been intimations of this crisis in the 1980s, when several high-profile instances of priestly pedophilia had surfaced in the media. But nothing prepared Catholic America for the flood of 2003, which began in New England but ultimately left no diocese or community untouched, reaching even to the doors of the Vatican itself. Horror upon horror, cover-up upon cover-up, and sacrilege piled on sacrilege—it was like an anti-Catholic polemic from the nineteenth century, except that it was all too terribly true. No atheist or anticlericalist, no Voltaire or Ingersoll or Twain could have invented a story so perfectly calculated to discredit the message of the Gospel as the depredations of Thomas Geoghan and the legalistic indifference of Bernard Cardinal Law. No external enemy of the faith, no Attila or Barbarossa or Hitler, could have sown so much confusion and dismay among the faithful as Catholicism’s own bishops managed to do.

By one billion years ago, plants, working cooperatively, had made a stunning change in the environment of the Earth. Green plants generate molecular oxygen. Since the oceans were by now filled with simple green plants, oxygen was becoming a major constituent of the Earth’s atmosphere, altering it irreversibly from its original hydrogen-rich character and ending the epoch of Earth history when the stuff of life was made by nonbiological processes. But oxygen tends to make organic molecules fall to pieces. Despite our fondness for it, it is fundamentally a poison for unprotected organic matter. The transition to an oxidizing atmosphere posed a supreme crisis in the history of life, and a great many organisms, unable to cope with oxygen, perished. A few primitive forms, such as the botulism and tetanus bacilli, manage to survive even today only in oxygen-free environments. The nitrogen in the Earth’s atmosphere is much more chemically inert and therefore much more benign than oxygen. But it, too, is biologically sustained. Thus, 99 percent of the Earth’s atmosphere is of biological origin. The sky is made by life.

I’ll never forget when I was a vocation director, and a college student asked me, ‘What do you do when you get an urge?’ as if no one else would control it but a priest,” Burns said. “Everyone is called to holiness, particularly in their sexual life. How do we manage our sexual desires? By being people of integrity, with respect for other people’s sexuality, and for our own sexuality. Celibacy is a gift we give, in order to live out a service of life for others. It is a call from God. We are meant to be celibate men, working to build a Kingdom, here and now.

This is the same problem that established companies experience. Their past successes were built on a finely tuned engine of growth. If that engine runs its course and growth slows or stops, there can be a crisis if the company does not have new startups incubating within its ranks that can provide new sources of growth. Companies of any size can suffer from this perpetual affliction. They need to manage a portfolio of activities, simultaneously tuning their engine of growth and developing new sources of growth for when that engine inevitably runs its course.

Most Europeans like to think that American bankruptocracy is worse than its European cousin, thanks to the power of Wall Street and the infamous revolving door between the US banks and the US government. They are very, very wrong. Europe’s banks were managed so atrociously in the years preceding 2008 that the inane bankers of Wall Street almost look good by comparison. When the crisis hit, the banks of France, Germany, the Netherlands and the UK had exposure in excess of $30 trillion, more than twice the United States national income, eight times the national income of Germany, and almost three times the national incomes of Britain, Germany, France and Holland put together.8 A Greek bankruptcy in 2010 would have immediately necessitated a bank bailout by the German, French, Dutch and British governments amounting to approximately $10,000 per child, woman and man living in those four countries. By comparison, a similar market turn against Wall Street would have required a relatively tiny bailout of no more than $258 per US citizen. If Wall Street deserved the wrath of the American public, Europe’s banks deserved 38.8 times that wrath. But

Medeiros managed to alienate the heart of the archdiocese, the mostly Irish and Italian working class of Boston, by ordering that any student suspected of being part of the “white flight” to avoid court-ordered desegregation of the city’s public schools was not to be allowed into Catholic schools. Medeiros’s directive was largely ignored. The archdiocese’s schools swelled in numbers, and many Boston Catholics swelled in resentment, seeing Medeiros as unfairly judging them as racist when many simply wanted to avoid the chaos of busing that no one in the wealthy suburbs had to endure. Thomas

Technocrats live their lives abstractly, even while they are managing their own sphere. For them, all problems are intellectual. You must think constantly, and that thinking makes action possible. Once you have thought, the doing simply follows. Reason leads to language, and the battleground of the technocrat is language. If the language is reshaped, so will be the action. Political correctness, as it’s called, is the manner in which the technocrats as the ascendant class reshaped the world. The tension of the technocracy is between their work in their own fields and the universal principles that they practice. This shows itself most clearly in the way they deal with the declining class, the heavily white, industrial working class. In the thinking of the technocracy, the fundamental cause of oppression is whites who have historically oppressed using race, nationality, and gender. But the technocrats draw a sharp distinction between themselves (predominantly white) who are at least engaged in a struggle to transcend oppression in thought and speech and those whites who continue to practice it. This declining class is plunging economically, but for the technocracy, which embraces a vast range of incomes, that decline is not of the essence. It is their unwillingness to abandon oppression.

priestly requirement for celibacy—a life without sexual activity of any kind, including masturbation—is not an ancillary part of the job. “The message pretty much is that celibacy is an absolute requirement,” said King. “Everyone has urges. Married people have the same struggles fundamentally. They get to have sex, but they don’t get to have sex with everybody else and still be faithful to their commitment. There isn’t a person alive who isn’t a sexual human being. But we have to manage it in healthy ways. In many ways, married people struggle with this as much as we do. Celibacy is a gift, but it’s not something that most people are cut out for.

Obama occasionally pointed out that the post–Cold War moment was always going to be transitory. The rest of the world will accede to American leadership, but not dominance. I remember a snippet from a column around 9/11: America bestrides the world like a colossus. Did we? It was a story we told ourselves. Shock and awe. Regime change. Freedom on the march. A trillion dollars later, we couldn’t keep the electricity running in Baghdad. The Iraq War disturbed other countries—including U.S. allies—in its illogic and destruction, and accelerated a realignment of power and influence that was further advanced by the global financial crisis. By the time Obama took office, a global correction had already taken place. Russia was resisting American influence. China was throwing its weight around. Europeans were untangling a crisis in the Eurozone. Obama didn’t want to disengage from the world; he wanted to engage more. By limiting our military involvement in the Middle East, we’d be in a better position to husband our own resources and assert ourselves in more places, on more issues. To rebuild our economy at home. To help shape the future of the Asia Pacific and manage China’s rise. To open up places like Cuba and expand American influence in Africa and Latin America. To mobilize the world to deal with truly existential threats such as climate change, which is almost never discussed in debates about American national security.

The danger, of course, is that it is not always easy to distinguish between a default that was inevitable—in the sense that a country is so highly leveraged and so badly managed that it takes very little to force it into default—and one that was not—in the sense that a country is fundamentally sound but is having difficulties sustaining confidence because of a very temporary and easily solvable liquidity problem. In the heat of a crisis, it is all too tempting for would-be rescuers (today notably multilateral lenders such as the IMF) to persuade themselves that they are facing a confidence problem that can be solved with short-term bridge loans, when in fact they are confronting a much more deeply rooted crisis of solvency and willingness to pay

In the two decades after I left, I waited for the end of Wall Street as I had known it. The outrageous bonuses, the endless parade of rogue traders, the scandal that sank Drexel Burnham, the scandal that destroyed John Gutfreund and finished off Salomon Brothers, the crisis following the collapse of my old boss John Meriwether’s Long-Term Capital Management, the Internet bubble: Over and over again, the financial system was, in some narrow way, discredited. Yet the big Wall Street banks at the center of it just kept on growing, along with the sums of money that they doled out to twenty-six-year-olds to perform tasks of no obvious social utility. The rebellion by American youth against the money culture never happened. Why bother to overturn your parents’ world when you can buy it and sell off the pieces?

The earlier Aryan invaders of the Gangetic Plain presided over feasts of cattle, horses, goats, buffalo, and sheep. By later Vedic and early Hindu times, during the first millenium B.C., the feasts came to be managed by the priestly caste of Brahmans, who erected rituals of sacrifice around the killing of animals and distributed the meat in the name of the Aryan chiefs and war lords. After 600 B.C., when populations grew denser and domestic animals became proportionately scarcer, the eating of meat was progressively restricted until it became a monopoly of the Brahmans and their sponsors. Ordinary people struggled to conserve enough livestock to meet their own desperate requirements for milk, dung used as fuel, and transport. During this period of crisis, reformist religions arose, most prominently Buddhism and Jainism, that attempted to abolish castes and hereditary priesthoods and to outlaw the killing of animals. The masses embraced the new sects, and in the end their powerful support reclassified the cow into a sacred animal. So it appears that some of the most baffling of religious practices in history might have an ancestry passing in a straight line back to the ancient carnivorous habits of humankind. Cultural anthropologists like to stress that the evolution of religion proceeds down multiple, branching pathways. But these pathways are not infinite in number; they may not even be very numerous. It is even possible that with a more secure knowledge of human nature and ecology, the pathways can be enumerated and the directions of religious evolution in individual cultures explained with a high level of confidence.

She woke to find dawn light, pearly silver tinged with pink, washing into the room. For a moment, she wondered what had woken her, then she glanced at Breckenridge-into his hazel eyes. "You're awake!" She only just managed not to squeal. The joy leaping through her was near impossible to contain. He smiled weakly. His lids drooped, fell. "I've been awake for some time, but didn't want to wake you." His voice was little more than a whisper. She realized it was the faint pressure of his fingers on hers that had drawn her rom sleep. Those fingers, his hand, were no longer over-warm. Reaching out, she laid her fingers on his forehead. "Your temperature's normal-the fever's broken. Thank God." Retrieving her hand, refocusing on his face, she felt relief crash through her in a disorienting, almost overpowering wave. "You have to rest." That was imperative; she felt driven by flustered urgency to ensure he understood. "You're mending nicely. Now the crisis has passed, you'll get better day by day. Catriona says that with time you'll be as good as new." Algaria had warned her to assure him of that. He swallowed; eyes closed, he shifted his head in what she took to be a nod. "I'll rest in a minute. But first...did you mean what you said out there by the bull pen? That you truly want a future with me?" "Yes." She clutched his hand more tightly between hers. "I meant every word." His lips curved a fraction, then he sighed. Eyes still closed-she sensed he found his lids too heavy to lift-he murmured, "Good. Because I meant every word, too." She smiled through sudden tears. "Even about our daughters being allowed to look like Cordelia?" His smile grew more definite. "Said that aloud, did I? Yes, I meant that, but for pity's sake don't tell her--she'll never let me hear the end of it, and Constance will have my head to boot." His words were starting to slur again; he was slipping back into healing sleep. Catriona's words, her warning, rang in Heather's head. She remembered her vow. Rising, she leaned over him; his hand still clasped between hers, and kissed him gently. "Go to sleep and get well, but before you do, I need to tell you this. I love you. I will until the end of my days. I don't expect you to love me back, but that doesn't matter anymore. You have my love regardless, and always will." She kissed him again, sensed he'd heard, but that he was stunned, surprised. He didn't respond. She drew back. "And now you need to put your mind to getting better. We have a wedding to attend, after all." She knew he heard that-his features softened, eased. As he slid into sleep, he was, very gently, smiling.

The fragmentation of the neoliberal self begins when the agent is brought face to face with the realization that she is not just an employee or student, but also simultaneously a product to be sold, a walking advertisement, a manager of her résumé, a biographer of her rationales, and an entrepreneur of her possibilities. She has to somehow manage to be simultaneously subject, object, and spectator. She is perforce not learning about who she really is, but rather, provisionally buying the person she must soon become. She is all at once the business, the raw material, the product, the clientele, and the customer of her own life. She is a jumble of assets to be invested, nurtured, managed, and developed; but equally an offsetting inventory of liabilities to be pruned, outsourced, shorted, hedged against, and minimized. She is both headline star and enraptured audience of her own performance.

The people in a position to resolve the financial crisis were, of course, the very same people who had failed to foresee it: Treasury Secretary Henry Paulson, future Treasury Secretary Timothy Geithner, Fed Chairman Ben Bernanke, Goldman Sachs CEO Lloyd Blankfein, Morgan Stanley CEO John Mack, Citigroup CEO Vikram Pandit, and so on. A few Wall Street CEOs had been fired for their roles in the subprime mortgage catastrophe, but most remained in their jobs, and they, of all people, became important characters operating behind the closed doors, trying to figure out what to do next. With them were a handful of government officials—the same government officials who should have known a lot more about what Wall Street firms were doing, back when they were doing it. All shared a distinction: They had proven far less capable of grasping basic truths in the heart of the U.S. financial system than a one-eyed money manager with Asperger’s syndrome.

The situation—having to choose between imposing higher retail prices and reducing investments and military spending—created a dilemma for the government: deciding between conflict with the public or with the Party economic elite. But not making a decision heightened the risk that, as the crisis developed, there would be conflict with both the public and the elite.18 The new generation of leaders clearly did not understand this. The traditional management of the economy was oriented on natural, rather than abstract, parameters. The development of cattle breeding was discussed at the highest level more frequently than the country’s budget. Industry and business leaders regarded finances as necessary but dreary bookkeeping.19 In addition, information on the real state of the budget, hard currency reserves, foreign debt, and balance of payments was available only to an extremely narrow circle of people, many of whom understood nothing about it anyway.

SINCE the financial crisis, it has become commonplace to argue that banks should be run as utilities, not casinos. At least in terms of their financial performance, that seems to be happening. In 2006, the eight American banks that regulators have since labelled “globally systemically important” generated casino-like profits, with returns on equity of 30% on average, according to Oliver Wyman, a consultancy. They are currently managing less than 11%, and there is worse to come: the Federal Reserve recently announced plans to oblige them to raise extra capital. By one calculation that would reduce their return on equity to little over 8%, other things being equal—a lower return than America’s water companies make. And other things are unlikely to be equal. American regulators continue to biff big banks with blistering fines. Then there is the requirement that banks produce “living wills”, explaining how they could be wound down if disaster strikes: the regulators have rejected every single “will” they have received so far as too flimsy. Making banks easier to close down will probably leave them even less profitable.

To show just how all pervasive the Committee of 300 is, a few words about the Federal Emergency Management Agency (FEMA), a Club of Rome creation and the test it ran against a nuclear power station at Three Mile Island (TMI) Harrisburg, Pennsylvania, seems in order. Termed “an accident” by a hysterical media, this was not an accident, but a deliberately designed plot to reverse favorable public opinion to nuclear power generated electricity. TMI was a crisis test for FEMA. An additional benefit was the fear and hysteria provoked by the news media, which had people fleeing the area, when in fact they were never in any danger. Bear in mind that nobody died as a result of the TMI “accident,” nor were any serious injuries reported. The stage-managed incident bore all the hall marks of a similar incident when Orson Wells scared New York and New Jersey half to death with claims that the world was being invaded by alien beings from Mars. Actually, the radio play was an adaptation of H.G. Wells “War of Worlds.” TMI was considered a success and gained favor with the anti-nuclear forces, as it provided the rallying point for the so-called “environmentalists,” well financed by Atlantic Richfield and other major oil companies and

AS ALL-CONSUMING AS the economic crisis was, my fledgling administration didn’t have the luxury of putting everything else on hold, for the machinery of the federal government stretched across the globe, churning every minute of every day, indifferent to overstuffed in-boxes and human sleep cycles. Many of its functions (generating Social Security checks, keeping weather satellites aloft, processing agricultural loans, issuing passports) required no specific instructions from the White House, operating much like a human body breathes or sweats, outside the brain’s conscious control. But this still left countless agencies and buildings full of people in need of our daily attention: looking for policy guidance or help with staffing, seeking advice because some internal breakdown or external event had thrown the system for a loop. After our first weekly Oval Office meeting, I asked Bob Gates, who’d served under seven previous presidents, for any advice he might have in managing the executive branch. He gave me one of his wry, crinkly smiles. “There’s only one thing you can count on, Mr. President,” he said. “On any given moment in any given day, somebody somewhere is screwing up.” We went to work trying to minimize screw-ups.

You didn’t allow me anything! I allowed you! I allowed you to fool yourselves into thinking you had a choice!” Strom took a breath. When he had his anger under control, he spoke again. “You are clearly unfit to serve as Grand Mage,” he announced, “and all three of you are unfit to serve on the Council of Elders. By the authority vested in me by the international community I am hereby taking command of this Sanctuary. You are relieved of your duties.” Nobody moved. Valkyrie was frozen to the spot, though her eyes darted from person to person. Moving slowly, Grim reached for his jacket, and Skulduggery drew his revolver and pointed it into his face. “I wouldn’t do that if I were you,” Skulduggery said. The bodyguard raised his hands. Strom’s eyes widened. “What you just did is illegal.” “We’re in charge,” Ravel told him. “You think we’re going to roll over just because you tell us to? Who the hell do you think you are?” “I am a Grand Mage, Mr Ravel, a title I earned because of hard work and dedication. Whereas you, on the other hand, are Grand Mage because nobody else wanted the job.” “Whoa,” said Ravel. “That was a little below the belt, don’t you think?” “None of you have the required experience or wisdom to do what is expected of you. I know you’ll find it hard to believe, but we didn’t come here to take control. We came here to help.” “And now you want to take control anyway.” “You have proven yourselves incompetent. And what are you doing now? You’re holding a Grand Mage at gunpoint?” “Technically, Skulduggery is only holding a Grand Mage’s bodyguard at gunpoint. Which isn’t nearly as bad.” “You all seem to be forgetting that I have thirty-eight mages loyal to the Supreme Council in this country.” “And you seem to be under the illusion that we find that intimidating.” “If I go missing—” “Missing?” Ravel said. “Who said anything about going missing? No, no. You’re just going to be in a really long and really important meeting, that’s all.” “Don’t be a fool,” said Strom. “You can’t win here, Ravel. There are more of us than there are of you. And the moment our mages get wind of what’s going on down here, the rest of the Supreme Council will descend on you like nothing you’ve ever seen.” “Quintin, Quintin, Quintin... you make it sound like we’re going to war. This isn’t war. This is an argument. And like all arguments between grown-ups, we keep it away from the kiddies. You’ve got thirty-eight mages in the country? Ghastly, how many cells do we have?” “If we double up we’ll manage.” “Don’t make this any worse for yourselves,” said Strom. “An attack on any one of our mages will be considered an act of war.” “There’s that word again,” said Ravel. “This is insanity. Erskine, think about what you’re doing.” “What we’re doing, Quintin, is allowing our people to do their jobs.” “This is kidnapping.” “Don’t be so dramatic. We’re just going to keep you separated from your people for as long as we need to resolve the current crisis. Skulduggery and Valkyrie are on the case. When have they ever let us down?” Ravel turned to them, gave them a smile. “You’d better not let us down.” Skulduggery inclined his head slightly, and Valkyrie went with him as he walked away. “Holy cow,” Valkyrie whispered when they were around the corner. “Holy cow indeed.

Then one evening he reached the last chapter, and then the last page, the last verse. And there it was! That unforgivable and unfathomable misprint that had caused the owner of the books to order them to be pulped. Now Bosse handed a copy to each of them sitting round the table, and they thumbed through to the very last verse, and one by one burst out laughing. Bosse was happy enough to find the misprint. He had no interest in finding out how it got there. He had satisfied his curiosity, and in the process had read his first book since his schooldays, and even got a bit religious while he was at it. Not that Bosse allowed God to have any opinion about Bellringer Farm’s business enterprise, nor did he allow the Lord to be present when he filed his tax return, but – in other respects – Bosse now placed his life in the hands of the Father, the Son and the Holy Spirit. And surely none of them would worry about the fact that he set up his stall at markets on Saturdays and sold bibles with a tiny misprint in them? (‘Only ninety-nine crowns each! Jesus! What a bargain!’) But if Bosse had cared, and if, against all odds, he had managed to get to the bottom of it, then after what he had told his friends, he would have continued: A typesetter in a Rotterdam suburb had been through a personal crisis. Several years earlier, he had been recruited by Jehovah’s Witnesses but they had thrown him out when he discovered, and questioned rather too loudly, the fact that the congregation had predicted the return of Jesus on no less than fourteen occasions between 1799 and 1980 – and sensationally managed to get it wrong all fourteen times. Upon which, the typesetter had joined the Pentecostal Church; he liked their teachings about the Last Judgment, he could embrace the idea of God’s final victory over evil, the return of Jesus (without their actually naming a date) and how most of the people from the typesetter’s childhood including his own father, would burn in hell. But this new congregation sent him packing too. A whole month’s collections had gone astray while in the care of the typesetter. He had sworn by all that was holy that the disappearance had nothing to do with him. Besides, shouldn’t Christians forgive? And what choice did he have when his car broke down and he needed a new one to keep his job? As bitter as bile, the typesetter started the layout for that day’s jobs, which ironically happened to consist of printing two thousand bibles! And besides, it was an order from Sweden where as far as the typesetter knew, his father still lived after having abandoned his family when the typesetter was six years old. With tears in his eyes, the typesetter set the text of chapter upon chapter. When he came to the very last chapter – the Book of Revelation – he just lost it. How could Jesus ever want to come back to Earth? Here where Evil had once and for all conquered Good, so what was the point of anything? And the Bible… It was just a joke! So it came about that the typesetter with the shattered nerves made a little addition to the very last verse in the very last chapter in the Swedish bible that was just about to be printed. The typesetter didn’t remember much of his father’s tongue, but he could at least recall a nursery rhyme that was well suited in the context. Thus the bible’s last two verses plus the typesetter’s extra verse were printed as: 20. He who testifies to these things says, Surely I am coming quickly. Amen. Even so, come, Lord Jesus!21. The grace of our Lord Jesus Christ be with you all. Amen.22. And they all lived happily ever after.

the greatest inspiration for institutional change in American law enforcement came on an airport tarmac in Jacksonville, Florida, on October 4, 1971. The United States was experiencing an epidemic of airline hijackings at the time; there were five in one three-day period in 1970. It was in that charged atmosphere that an unhinged man named George Giffe Jr. hijacked a chartered plane out of Nashville, Tennessee, planning to head to the Bahamas. By the time the incident was over, Giffe had murdered two hostages—his estranged wife and the pilot—and killed himself to boot. But this time the blame didn’t fall on the hijacker; instead, it fell squarely on the FBI. Two hostages had managed to convince Giffe to let them go on the tarmac in Jacksonville, where they’d stopped to refuel. But the agents had gotten impatient and shot out the engine. And that had pushed Giffe to the nuclear option. In fact, the blame placed on the FBI was so strong that when the pilot’s wife and Giffe’s daughter filed a wrongful death suit alleging FBI negligence, the courts agreed. In the landmark Downs v. United States decision of 1975, the U.S. Court of Appeals wrote that “there was a better suited alternative to protecting the hostages’ well-being,” and said that the FBI had turned “what had been a successful ‘waiting game,’ during which two persons safely left the plane, into a ‘shooting match’ that left three persons dead.” The court concluded that “a reasonable attempt at negotiations must be made prior to a tactical intervention.” The Downs hijacking case came to epitomize everything not to do in a crisis situation, and inspired the development of today’s theories, training, and techniques for hostage negotiations. Soon after the Giffe tragedy, the New York City Police Department (NYPD) became the first police force in the country to put together a dedicated team of specialists to design a process and handle crisis negotiations. The FBI and others followed. A new era of negotiation had begun. HEART

...the centrality of competitiveness as the key to growth is a recurrent EU motif. Two decades of EC directives on increasing competition in every area, from telecommunications to power generation to collateralizing wholesale funding markets for banks, all bear the same ordoliberal imprint. Similarly, the consistent focus on the periphery states’ loss of competitiveness and the need for deep wage and cost reductions therein, while the role of surplus countries in generating the crisis is utterly ignored, speaks to a deeply ordoliberal understanding of economic management. Savers, after all, cannot be sinners. Similarly, the most recent German innovation of a constitutional debt brake (Schuldenbremse) for all EU countries regardless of their business cycles or structural positions, coupled with a new rules-based fiscal treaty as the solution to the crisis, is simply an ever-tighter ordo by another name. If states have broken the rules, the only possible policy is a diet of strict austerity to bring them back into conformity with the rules, plus automatic sanctions for those who cannot stay within the rules. There are no fallacies of composition, only good and bad policies. And since states, from an ordoliberal viewpoint, cannot be relied upon to provide the necessary austerity because they are prone to capture, we must have rules and an independent monetary authority to ensure that states conform to the ordo imperative; hence, the ECB. Then, and only then, will growth return. In the case of Greece and Italy in 2011, if that meant deposing a few democratically elected governments, then so be it. The most remarkable thing about this ordoliberalization of Europe is how it replicates the same error often attributed to the Anglo-American economies: the insistence that all developing states follow their liberal instruction sheets to get rich, the so-called Washington Consensus approach to development that we shall discuss shortly. The basic objection made by late-developing states, such as the countries of East Asia, to the Washington Consensus/Anglo-American idea “liberalize and then growth follows” was twofold. First, this understanding mistakes the outcomes of growth, stable public finances, low inflation, cost competitiveness, and so on, for the causes of growth. Second, the liberal path to growth only makes sense if you are an early developer, since you have no competitors—pace the United Kingdom in the eighteenth century and the United States in the nineteenth century. Yet in the contemporary world, development is almost always state led.